Table of contents
The Competence Movement: Issues, Stakeholders and Prospects
John G. BurgoyneThe “competence” movement as an approach to education,training and development is based on a belief in defining purpose andoutcome in standardized, measurable terms. It parallels…
Action Learning: A Missing Link in Management Development?
Iain HendersonSeeks to provide an overview of the development of the concept ofmanagement competence in the context of management learning. Brieflydescribes the competence approaches to…
Meta‐Competence: A Recipe for Reframing the Competence Debate
Reva B. BrownSeeks to explore the boundaries of managerial competence and takesas its point of departure the distinction between competence andmeta‐competence. The Management Charter…
Rescuing the Useful Concept of Managerial Competence: From Outcomes Back to Process
Len Holmes, Paul JoyceA critical response to the present stage in the development ofmanagement education is presented. The concept of competence isevaluated and its utility assessed. In particular, the…
Reframing Management Competence: Focusing on the Top Management Team
Siobhan AldersonPresents an original top management team‐based approach tomanagement competences. Based on the results of a survey of thousands oftop executives across Europe and many years of…
Achieving Strategic Coherence in HRD through Competence‐based Management and Organization Development
Paul A. IlesHuman resource management (HRM), in contrast to “personnelmanagement” and “personnel administration”, is oftenheld to be proactive rather than reactive, strategic rather…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton