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This study aims to enhance the understanding of competency requirements of supply chain planners and analysts (SCP&As) and identify different personal preferences of…
This study aims to enhance the understanding of competency requirements of supply chain planners and analysts (SCP&As) and identify different personal preferences of hiring managers toward job candidates’ competency profiles.
A total of 243 supply chain managers with hiring experience participated in an adaptive choice-based conjoint experiment to uncover the relative importance of six competency attributes, namely, analytical and problem-solving ability, interpersonal skills, general management skills, computer/IT skills, supply chain management (SCM) knowledge and industry experience.
SCM knowledge and analytical and problem-solving ability were identified as the most important competencies and were considered three times more important than general management skills. Based on convergent cluster and ensemble analysis, two types of hiring managers were identified. The first group is characterized by a pronounced preference for job candidates with extensive SCM knowledge. In contrast, the second group’s members prefer candidates with a more balanced competency profile.
The authors’ findings help companies to facilitate a better person–job fit, a key determinant of employee performance and job satisfaction.
The purpose of this paper is to extend the understanding of supply chain management (SCM) competencies by splitting them into individual and organizational components and…
The purpose of this paper is to extend the understanding of supply chain management (SCM) competencies by splitting them into individual and organizational components and measuring their impact on SCM performance.
Hypothesized relationships are tested using structural equation modeling and bootstrapping mediation analysis based on a multi-national survey with 273 managers while drawing on the theory of knowledge management and literature streams of individual competencies in the fields of SCM and human resource management (HRM), respectively.
The analysis reveals that individual SCM competencies and organizational SCM knowledge positively influence SCM performance to a similar magnitude. Moreover, organizational learning enhances individual competencies and organizational knowledge significantly and equally while corporate training programs fall surprisingly short of expectations. The disentanglement of SCM competencies renders HRM’s contribution to SCM visible by revealing the impact of HRM and learning practices on competencies, knowledge, and performance.
To validate the findings, future research could apply different research methods such as case studies and focus on more countries to reduce potential methodological and regional biases.
The results suggest that corporate training programs need further development. Organizational learning’s strong direct and indirect effects have two main implications: first, it should serve as motivation for organizations to constantly improve their learning capabilities. Second, these only tap its true potential for enhancing SCM performance if they first elevate individual competencies and organizational knowledge.
This is the first paper to distinguish between individual competencies and organizational knowledge on finely nuanced levels. While the organizational knowledge level effect on performance has been studied before, this paper extends this effect to also hold true for the individual level.