This paper aims to explore the realm of core competencies, competitive advantage, financial
performance, and strategic performance of an oil and gas company in Malaysia and to develop a
model depicting the relationship among these constructs. Semi-structured interviews were
conducted with ten experienced executive officers from the company to solicit information about
the organisation’s core competencies, competitive advantages, financial performance, as well as
strategic performance. The study identified that most organisations often mistake core
competencies for capabilities. Furthermore, the study lends support to the theoretical finding that
firms which develop core competencies result in having a competitive advantage and have superior
market performance. The study is a pioneer for a Malaysian oil and gas company; the work
develops a model that can help enhance an oil and Gas Company’s financial and strategic
Core competencies competitive advantages financial performance strategic performance oil and gas company Malaysia
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