Question

It is relatively easy to learn and imitate another​ company's core competency or capability if it comes from​ ________.

Answer 1

It is easier to learn and imitate a company's core competency that is clearly observable or codified. Intangible aspects like company culture are much harder to copy because they're based on collective, often unarticulated, skills and routines. This kind of knowledge takes time to learn and cannot be easily imitated.

Step-by-step explanation:

It is relatively easy to learn and imitate another​ company's core competency or capability if it comes from a basis of observable practices or if it is codified in a way that is easily transferable. A core competency that is based on company culture and tacit knowledge, embedded in unarticulated routines or the collective skills of a high-performing team, is much harder to copy. Successful businesses often have a narrow focus, developing a core competency that gives them a competitive advantage.

However, such intangible assets like company culture require time and effort to be acquired. For a new employee or even a competitor, adapting to this type of core competency involves not only learning new habits but also unlearning old ones, which is usually a gradual process. Therefore, it is not the technical skills but the unspoken, experiential knowledge and culture that present the real challenge when attempting to imitate a company's core competency.

Answer 2

It is relatively easy to learn and imitate another company's core competency or capability if it comes from publicly available information.

Step-by-step explanation:

It is relatively easy to learn and imitate another​ company's core competency or capability if it comes from a basis of observable practices or if it is codified in a way that is easily transferable.

A core competency that is based on company culture and tacit knowledge, embedded in unarticulated routines or the collective skills of a high-performing team, is much harder to copy. Successful businesses often have a narrow focus, developing a core competency that gives them a competitive advantage.

However, such intangible assets like company culture require time and effort to be acquired. For a new employee or even a competitor, adapting to this type of core competency involves not only learning new habits but also unlearning old ones, which is usually a gradual process.

Therefore, it is not the technical skills but the unspoken, experiential knowledge and culture that present the real challenge when attempting to imitate a company's core competency.