a lower manufacturing cost; Quality, which implies offering high quality products and services to the customers; Performance delivery, which represents the accomplishment of two basic objectives, i.e. lower and more reliable delivery deadlines; Flexibility, mainly related to the innovation of products and services, the product mix and the production volume.7:2Competitive Dimensions Of Human Resource StrategySimilar to the manufacturing function, the main concern of our human resource functional area is to be included in the company management as a whole and specifically in the strategic business management. The main strategic purposes or competitive dimensions of the human resource strategy for TKA are presented as follows: The formation of a network based on teams, which make the integration of competencies, skills and technologies into, the core competencies related to the competitive advantages of the company strategy (Mintzberg, 1993; Hamel and Prahalad, 1994). The renewal of their employees’ professional competencies, which consists of organisational learning in order to create organisational capabilities and then to cope with the challenges of the competitive environment (Senge, 1990). The individual and collective learning requires proper structures, incentives, and management, which can help firms, generate innovation and build knowledge assets (Teece, 1998). The organisational culture management, which means the elaboration and monitoring of the organisational values with the aim of guiding and coordinating the various experts’ and their teams’ tasks instead of carrying out any other kind of work standardisation (Burack, 1991).7:2Arrangement Of Competitive Priorities Of The TKA Manufacturing Strategy And Competitive Dimensions Of The Human Resource StrategyBusiness units may employ two basic strategies with a broad or restricted scope in order to develop an...
