They have dwelt on the role of core competence in the consolidation of business and their discussion of the topic has been on a very high level of consolidating the deeper roots of the tree that a corporation can be compared. If roots are strong, competitive advantage is always in reach (Ward & Rivani 2005).
As there are different schools of strategic thought and leadership like the Great Man theory of leadership (Bodega 2004)), Prahalad and Hamel (2005) have analysed the leadership issue in detail through the means of consolidating the core competencies to lead not only through SBUs but overall exchange of competencies internally to avail all possible benefits from it. The article) provides knowledge of the strategic positioning of business from a heightened platform and perspective of how corporations should manage their business functions through core competency (Ward & Rivani 2005).
The larger perspective of any industry requires P5F MODEL employing suitable tools like SWOT and PEST, then comes the time to strategise. Out of the choicest divisions of schools of thoughts on strategy building, the most comprehensive strategy has been presented by Whittington based on four approaches being Deterministic or Emergent, Single goal or Pluralistic, Strategy style and Influences. Examining the work of Prahalad and Hamel (2005), from Whittington’s model one can easily categorise it to the period of 1990s influencing the global economics with embedded strategy style, both single or plural and deterministic as well as emergent. What Prahalad and Hamel have said can be both compared and contrasted with what Whittington’s (2005) four approaches on strategy development are. The article stresses on both core competencies and core products in collaboration with alliance partners. Contrast seems to be in the deeper understanding