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1 – 10 of 166Effective competence-based management (CBM) requires in the first instance an ability to identify an organization’s competences and the sources of those competences. Identifying…
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.
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Frédéric Pellegrin-Romeggio and Diego Vega
This paper proposes a competence that enables the pivot organization to dynamically combine (assemble/disassemble, activate/deactivate) resources as needed, and introduces the…
Abstract
Purpose
This paper proposes a competence that enables the pivot organization to dynamically combine (assemble/disassemble, activate/deactivate) resources as needed, and introduces the concept of “dynamic assembly” that integrates this new competence into the historic pivot’s capacities.
Methodology/approach
Two in-depth case studies performed in two different contexts support our theoretical construct and exhibit the strategic role of the pivot-assembler in the conception, combination, coordination, and control of temporary chains and networks.
Findings
The results of our research confirm that dynamic assembly is an important characteristic of both, the travel industry and humanitarian relief, in which the four dimensions (conception, combination, coordination, and control) were found.
Research implications
From this research it is possible to consider that the theoretical construct of dynamic assembly is meaningful in these types of contexts where chains are temporarily assembled from a dynamic network. Complementary research should look at the characteristics of the organizational structure and the management of competences in loosely-coupled organizations (Weick, 1982) and hastily formed networks (Denning, 2006).
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