3q1&3q2 3q1aw



Corecompetencies and capabilities have an effect on both the competitiveadvantage and organizational performance. A firm can only bedistinguished from others through the core competence and this iswhat will give it the competitive advantage over the other companies(Agha, Alrubaiee, and Jamhour, 2012). The characteristic ofadaptability and flexibility of companies is very essential forbusiness survival in the market place. Therefore, businesses shouldadapt and be flexible in the dynamic business world (Yukl and Mahsud,2010). On the other hand, an analytic organization ought to be uniquein most of its operations in order to gain the competitive advantageamong the customers. The uniqueness manifests itself in the firmsconcerning the products, services, and operations among others. Insome circumstances, strategic analysis is core while trying to buildthe competitive advantage by use of the available business models(Blackwell and Eppler, 2014).


Managingthe massive data for the big companies can be hectic but publicsector need to improve its efficiency to create the social impactthat is required of it. Data security and compliance procedures aresome of the issues evident in the public sector but some regulatorychanges are implemented to ensure that they are secure (Informatica,2016). In the public sector, there is an analytic gap that can beclosed. It is appropriate to argue that the analytics and the bigdata can be used to transform the public sector (Mullich, 2013).Despite the challenges in the sector, transformations are possible.Most governments, across the world, have heavily invested in the bigdata so that they can benefit in circumstances where the economictimes are tough. Such investment will as well ensure that the publicsector entities are more effective in the delivery of services topeople (Oracle, 2012).


Agha.,Alrubalee. L &amp Jamhour, M. (2012). Effect of Core Competence onCompetitive Advantage and Organizational Performance.International Journal of Business and Management, 7 (1),Retrieved fromhttp://www.ccsenet.org/journal/index.php/ijbm/article/viewFile/10601/9750on August 8, 2016.

Blackwell,R &amp Eppler, D. (2014). AnApproach to Strategic Situation Analysis: Using Models as AnalyticTools,Retrieved from http://www.jgbm.org/page/9%20Dianne%20Eppler.pdfon 8 August 2016.

Informatica.(2016). BigData Management for Public Sector Services,Retrieved fromhttps://www.informatica.com/content/dam/informatica-com/global/amer/us/collateral/solution-brief/big-data-mgmt-for-public-sector_solution-brief_3133en.pdfon 8 August 2016.

Mullich,J. (2013). Closingthe Big Data Gap in Public Sector,Retrieved fromhttps://www.sap.com/bin/sapcom/fr_be/downloadasset.2013-09-sep-23-16.closing-the-big-data-gap-in-public-sector-pdf.htmlon 8 August 2016.

Oracle.(2012). BigData: A Big Deal for Public Sector Organizations,Retrieved fromhttp://www.oracle.com/us/industries/public-sector/public-sector-big-data-br-1676649.pdfon 8 August 2016.

Yukl,G &amp Mahsud, R. (2010). Why Flexible and Adaptive Leadership isEssential. ConsultingPsychology Journal: Practice and Research, 62 (2),81-93, Retrieved fromhttp://challenge2050.ifas.ufl.edu/wp-content/uploads/2013/10/yuklmashud.2010.adaptiveleadership.pdfon 8 August 2016.