Building on Core Competences & Dynamic Capabilities

A. Distinguish between a firm's 'core competences'and 'dynamic capabilities' (use UNILEVER as case study)

B. Critically evaluate the benefits and limitations facing Unilever if it deliberately adopts the 'organisational leadership perspective' and the 'organisational dynamics perspective' to achieve its corporate purpose under the following:

	Organisational leadership perspectives	Organisational dynamics perspectives
Emphasis on	Control over chaos	Chaos over control
Organisational development	Controllable creation process	Uncontrollable evolutionary process
Development metaphor	The visible hand	The invisible hand
Development direction	Top-down, imposed organization	Bottom-up, self-organisation
Decision making	Authoritarian (rule of few)	Authoritarian (rule of few)
Change process	Leaders shapes new behaviour	New behaviour emerges from interaction
Change determinants	Leaders' vision and skill	Political, cultural and learning dynamics
Organisational malleability	High and fast	Low and slow
Development driver	Organisation follows strategy	Strategy follows organisation
Normative implication	Strategize then organize	Organise then strategising

C. Here you can also use VRIO framework to the core competences and to develop a sustainable competitive advantage

D. Apart from VRIO framework, students are advised to apply any two of the following strategic management tools to the UNILEVER:

• PESTLE
• Porter's five forces
• BCG Matrix

E. By applyingthe paradox of profitability and social responsibility, critically evaluate the ability of the CEO/BoDs in UNILEVER to simultaneously develop the competences and capabilities crucial for the organisation's survival and growth.

F. The challenges of reconciling the conflicting demands for profitability and social responsibility simultaneously in an international context.