capability and competence give it the greatest competitive or comparative advantage, and in which its choice of competition strategy will be most effective. Core competence - is defined by Hamel and Prahalad as ‘the sum of learning across individual skill sets and individual organizational units’. Core competences are represented by the collective and accumulated learning and experience of the organization and its staff. Core competencies are defined as those capabilities that are most fundamental to the successful operation of the enterprise. They represent activities that the organization must be good at performing, or in which it must possess competitive advantage in order to achieve its objectives. Core competences include the co-ordination, integration, and management of technologies; the management of knowledge and experience; leadership, managerial, organizational, and operational skills; the management of culture and value sets; capacities to manage knowledge, innovation, and change; the understanding of customers, sectors, markets, and their potential; and the management of architecture and the relevant external environments. Core ideology - is defined by Collins and Porras in terms of the basic values and sense of purpose that guide, inspire, and motivate people associated with the enterprise, whether these people are internal or external to it. Corporate appraisal - is that component of the process of strategic analysis which comprises the appraisal and analysis of the capacity, state or condition in which the enterprise currently finds itself. Corporate governance - may be defined as a process whose purpose is to shape, to direct, and to supervise corporate actions. It comprises (i) the setting of strategic purpose and direction; (ii) the selection, development, and compensation of senior management; (iii) the supervision of leadership and executive action through the strategic management process; (iv) the creation as appropriate of accountability to owners, primary beneficiaries, and stakeholders; and (v) the performance monitoring and evaluation of the capability, competence and leadership record of decision-makers and managers. The governance role is not concerned directly with the operations of the organization, but instead focuses (i) on the process by which directors or governors (etc) give leadership and direction; (ii) on overseeing and controlling the executive actions of management in implementing strategy and achieving enterprise objectives; and (iii) on satisfying the legitimate expectations of shareholders or stakeholders for proper regulation and accountability. Corporate identity - is defined by Hall as ‘the expression of who a company is, what it does, and how it does it’. Corporate identity is the

DOI link for capability and competence give it the greatest competitive or comparative advantage, and in which its choice of competition strategy will be most effective. Core competence - is defined by Hamel and Prahalad as ‘the sum of learning across individual skill sets and individual organizational units’. Core competences are represented by the collective and accumulated learning and experience of the organization and its staff. Core competencies are defined as those capabilities that are most fundamental to the successful operation of the enterprise. They represent activities that the organization must be good at performing, or in which it must possess competitive advantage in order to achieve its objectives. Core competences include the co-ordination, integration, and management of technologies; the management of knowledge and experience; leadership, managerial, organizational, and operational skills; the management of culture and value sets; capacities to manage knowledge, innovation, and change; the understanding of customers, sectors, markets, and their potential; and the management of architecture and the relevant external environments. Core ideology - is defined by Collins and Porras in terms of the basic values and sense of purpose that guide, inspire, and motivate people associated with the enterprise, whether these people are internal or external to it. Corporate appraisal - is that component of the process of strategic analysis which comprises the appraisal and analysis of the capacity, state or condition in which the enterprise currently finds itself. Corporate governance - may be defined as a process whose purpose is to shape, to direct, and to supervise corporate actions. It comprises (i) the setting of strategic purpose and direction; (ii) the selection, development, and compensation of senior management; (iii) the supervision of leadership and executive action through the strategic management process; (iv) the creation as appropriate of accountability to owners, primary beneficiaries, and stakeholders; and (v) the performance monitoring and evaluation of the capability, competence and leadership record of decision-makers and managers. The governance role is not concerned directly with the operations of the organization, but instead focuses (i) on the process by which directors or governors (etc) give leadership and direction; (ii) on overseeing and controlling the executive actions of management in implementing strategy and achieving enterprise objectives; and (iii) on satisfying the legitimate expectations of shareholders or stakeholders for proper regulation and accountability. Corporate identity - is defined by Hall as ‘the expression of who a company is, what it does, and how it does it’. Corporate identity is the

capability and competence give it the greatest competitive or comparative advantage, and in which its choice of competition strategy will be most effective. Core competence - is defined by Hamel and Prahalad as ‘the sum of learning across individual skill sets and individual organizational units’. Core competences are represented by the collective and accumulated learning and experience of the organization and its staff. Core competencies are defined as those capabilities that are most fundamental to the successful operation of the enterprise. They represent activities that the organization must be good at performing, or in which it must possess competitive advantage in order to achieve its objectives. Core competences include the co-ordination, integration, and management of technologies; the management of knowledge and experience; leadership, managerial, organizational, and operational skills; the management of culture and value sets; capacities to manage knowledge, innovation, and change; the understanding of customers, sectors, markets, and their potential; and the management of architecture and the relevant external environments. Core ideology - is defined by Collins and Porras in terms of the basic values and sense of purpose that guide, inspire, and motivate people associated with the enterprise, whether these people are internal or external to it. Corporate appraisal - is that component of the process of strategic analysis which comprises the appraisal and analysis of the capacity, state or condition in which the enterprise currently finds itself. Corporate governance - may be defined as a process whose purpose is to shape, to direct, and to supervise corporate actions. It comprises (i) the setting of strategic purpose and direction; (ii) the selection, development, and compensation of senior management; (iii) the supervision of leadership and executive action through the strategic management process; (iv) the creation as appropriate of accountability to owners, primary beneficiaries, and stakeholders; and (v) the performance monitoring and evaluation of the capability, competence and leadership record of decision-makers and managers. The governance role is not concerned directly with the operations of the organization, but instead focuses (i) on the process by which directors or governors (etc) give leadership and direction; (ii) on overseeing and controlling the executive actions of management in implementing strategy and achieving enterprise objectives; and (iii) on satisfying the legitimate expectations of shareholders or stakeholders for proper regulation and accountability. Corporate identity - is defined by Hall as ‘the expression of who a company is, what it does, and how it does it’. Corporate identity is the book