Drejer AThe Learning Organization, (UK), 2000 Vol 7 No 4
Start page: 206. No of pages: 15
Argues that the literature on core competences and competence-based strategy considers competences and core competences only in terms of their impact on the organization and its services. Contends that this means that the literature has not considered the structural characteristics of competences and, consequently, has not considered how these competences can be developed. Reviews the nature of competences, proposing that they consist of four generic elements – technology, human beings, organizational systems, and organizational culture. Based on this analysis, uses the ideas behind organizational learning to develop a framework for the development of competences, drawing together the work that has been done on individual, group and organizational learning to underpin this. Uses the analogy of a football team to illustrate the process of competence development, showing the movement from novice through proficient to world class. Discusses how organizations move through these stages, acknowledging the research that needs to be done.
Subject(s): CORE COMPETENCES, COMPETITIVE STRATEGY, ORGANIZATIONAL LEARNING
Style: Wholly theoretical
ISSN: 0969-6474. Reference: 29AT646
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