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This paper aims to present research into the improvement of knowledge‐intensive business processes.

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

The purpose of this paper is to evaluate the benefits to both organisations and individuals in adopting heutagogy within management education and development.

This conceptual paper is based on a systematic review of the literature relating to heutagogy and learning theory.

This paper calls for the adoption of heutagogic learning within management development. It provides several practical examples of how heutagogy may be implemented.

This paper contributes to the literature related to new forms of management development and, in particular, heutagogy.

This paper is an original contribution to the discourse on management development and the contribution that heutagogy may make to the professional development of individuals.

The purpose of this paper is to investigate how knowledge is currently being collected, distributed, managed and the perspective of knowledge management's (KM) strategic significance to performance within a broad range of Hong Kong organizations.

A questionnaire was administered to a broad cross‐section of Hong Kong business organizations to elicit input regarding current KM practices within the organization, their perspective on its value to organizational performance and competitive advantages.

The results indicate a fuzziness exists concerning KM's potential benefits. Majority of respondents felt a KM policy existed, while a smaller number did not and even less did not know. Findings show a high dependence on personal networks and a high use of information technology tools such as intranet, Groupware, and other decision support tools. Barriers to sharing included power loss, appearing dependent, a basic unwillingness to share with national culture possibly playing a role. Incentives did not appear to encourage sharing with management of KM programs not focused on a particular department or individual. Respondents were evenly divided over strategic benefits but felt the existence of an internal culture that promoted sharing could result in competitive market advantages.

First, it provides a better understanding of KM issues within Hong Kong organizations, the current status of KM's implementation and readiness to accept and adopt best KM practices. Second, the findings also offer business practitioners a better understanding of the internal mechanisms necessary to leverage a firm's specific resources. Finally, the results shed additional clarity on the fuzziness surrounding KM's correlation to being strategically significant to the firm.

Unlike previous studies, the paper uses a holistic approach as opposed to best practices firms. The findings contribute to previous research and provide insights into current practices which identified differences and gaps; recognized areas of improvement; and should help stimulate use of KM and provided an understanding of internal mechanisms necessary to leverage internal resources.

This study aims to explain the importance of human resources and attempts to identify the competencies required by the personnel involved in disaster management operations.

The research uses a qualitative methodology to explore the competencies required by the relief workers using a content analysis approach to analyze the disaster literature and the job advertisements. The data for the content analysis was developed with the help of 23 independent coders, and exploratory inferences were drawn.

A detailed review of the literature highlighted the importance of competent personnel in disaster relief organizations. The analysis listed 34 mutually exclusive competencies and their relative importance, which were further divided into four competency clusters. The study also creates a competency dictionary that defines the competencies with the expected behaviors.

Deploying the right resources in the acute time frame during a disaster event can make a difference, and with lives at stake, such deployment acquires prime importance. In addition to contributing to humanitarian logistics literature, the competency model developed will also help forecast the future requirements and help the organization choose “the right person for the right job.”

The inferences drawn in the study are based on disaster management areas, unlike earlier research which also considered business logistics research.

The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.

The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.

The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.

The paper limits the performance measurement concept using leadership competencies.

The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.

This is a unique attempt to test the relationship between competency-based performance management and OE.

While researchers and practitioners agree on the importance to adapt business process management (BPM) practices to the nature of processes, the authors observe a lack of research on how to most meaningfully distinguish processes in order to apply context-specific BPM practices that increase process efficiency and effectiveness. The purpose of this paper is to systematically analyze the nature of processes as one contextual factor for BPM.

Based on a literature review, the authors systematically derive process dimensions that describe the nature of processes and apply an information-processing perspective to the process level as a theoretical lens through which to analyze and structure these process dimensions.

The authors identified 36 dimensions used to describe process differences that can be consolidated into five generic dimensions based on an information-processing perspective: interdependence of process participants, differentiation of process participants, process analyzability, variability, and importance.

The paper derives process dimensions from the literature and links them to extant theories as a foundation for context-sensitive BPM. The findings serve as a basis for further conceptualizing BPM and for explaining seemingly contradicting findings about whether management practices increase or decrease organizational performance.

While the paper focuses on understanding and explaining process differences, the authors also demonstrate how these dimensions can be used to make strategic management decisions in order to increase the effectiveness and efficiency of processes.

The authors systematically conceptualize process differences as a foundation for contingent process management. In addition, the authors demonstrate that organizational processes provide a new field of application for information-processing theory.

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences.

Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness.

The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.

This paper follows three objectives. The paper aims to demonstrate a synoptic view of the historical evolution of competence, significant growth and changes in conversation. The second objective is to investigate the meaning and definitional usage of competence and competency. The third objective is to present a synoptic view of different dimensions of competence.

This paper reviews the selected literature spanning from 1959 to date from various databases using the following keywords: competence, competency, employee competence, employee competency, competency management and competency-based management. A total of 170 studies were selected in the first wave. In the second wave, a detailed assessment was made, as suggested by Tranfield Denyer and Smart, to ascertain the relevance of the articles. In this way, only 63 studies were selected for the review. This study also considers other relevant literature.

The historical evolution demonstrates that competence scholarship has focused on use of the concept in different fields and contexts, theoretical frameworks for competence development and strategic relevance of competence-based (demand-based) human resource management. Results also suggest that the term competency and competence are interchangeably usable. Finally, the review summarizes a total of 16 dimensions of competence, studied in various contexts and classifies them into hard and soft competence and further dividing them into knowledge, skill and self-actualization-related competence.

This paper discusses various research implications for human resource development scholars and professionals.

This paper is a unique attempt to review the literature on three themes of employee competence.