Framework on strategic competence performance – a case study of a UK NHS organization
Journal of Strategy and Management
ISSN: 1755-425X
Article publication date: 21 October 2020
Issue publication date: 25 January 2021
Abstract
Purpose
Extant literature on strategic environment analysis confirm broad evidence of studies on competences in the context of private sector organizations. Nevertheless, there is a growing interest and evidence of strategic competence in public sector organizations seeking to deliver improved performance. This paper attempts to determine the strategic competences of a National Health Service (NHS) unit for better organizational performance.
Design/methodology/approach
Based on the qualitative analysis of empirical evidence collected in a UK based NHS case study organization, we arrive at a strategic competence performance framework for the health unit using research carried out through interviews with employees and partner organization members.
Findings
By examining a UK-based qualitative case study, the proposed framework puts forward four strategic competence pillars vital for delivering organizational performance and effectively managing the environment of NHS unit's operations. The four strategic competences that are identified to foster NHS unit's performance are strategic leadership, staff engagement, knowledge transfer and partnership working.
Originality/value
The study examines the environment in which a UK based NHS health unit operates and identify the different strategic competences to deliver organizational performance.
Keywords
Citation
Darling, C. and Venkitachalam, K. (2021), "Framework on strategic competence performance – a case study of a UK NHS organization", Journal of Strategy and Management, Vol. 14 No. 1, pp. 107-125. https://doi.org/10.1108/JSMA-08-2019-0156
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited