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Identifying Competences and Their Sources in a Not-for-Profit Organization: The Case of A Humanitarian Relief Organization

Mid-Range Management Theory: Competence Perspectives on Modularity and Dynamic Capabilities

ISBN: 978-1-78714-404-0, eISBN: 978-1-78714-403-3

ISSN: 1744-2117

Publication date: 25 October 2017

Abstract

Effective competence-based management (CBM) requires in the first instance an ability to identify an organization’s competences and the sources of those competences. Identifying competences can be especially challenging in the context of not-for-profit organizations, which have often been characterized as being “different” from for-profit organizations. In this paper we argue that not-for-profit organizations have fundamentally the same systemic requirements for survival and success as for-profit organizations – and therefore that not-for-profits ought to be amenable to competence identification and analysis through use of CBM concepts and theory in essentially the same way as for-profit organizations. We support this basic proposition through a case study of competence identification and analysis in a humanitarian relief organization (HRO), an increasingly important kind of not-for-profit organization.

Keywords

Citation

Vega, D. and Sanchez, R. (2017), "Identifying Competences and Their Sources in a Not-for-Profit Organization: The Case of A Humanitarian Relief Organization", Sanchez, R., Heene, A., Polat, S. and Asan, U. (Ed.) Mid-Range Management Theory: Competence Perspectives on Modularity and Dynamic Capabilities (Research in Competence-Based Management, Vol. 8), Emerald Publishing Limited, Bingley, pp. 45-67. https://doi.org/10.1108/S1744-211720170000008003

Publisher

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Emerald Publishing Limited

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