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Article
Publication date: 11 June 2021

Sateesh V. Shet, Manlio Del Giudice and Hussain G. Rammal

This study aims to explore the challenges experienced by managers in adopting competency modeling (CM) and recommends an approach to overcome these challenges in promoting…

Abstract

Purpose

This study aims to explore the challenges experienced by managers in adopting competency modeling (CM) and recommends an approach to overcome these challenges in promoting competency-based intellectual capital in organizations.

Design/methodology/approach

Using in-depth interviews with organizational practitioners in India, this study identifies the challenges of competency modeling in emerging market economies.

Findings

This study identified nine contextual and eight non-contextual challenges in implementing CM practices in organizations. The framework addresses the CM challenges using direction setting, negotiation and selling, and monitoring and control dimension of implementation with behavioral, operational and change alignment aspects of CM. The framework proposes a checklist for stakeholders to help them diagnose and analyze the gaps in effective CM implementation.

Research limitations/implications

This article contributes in the concept of competency-based intellectual capital and adoption of CM practices.

Practical implications

This framework will assist the change management practitioners, human resources leaders, organizational development consultants and practitioners as a toolkit to address the challenges in the people management intervention.

Originality/value

The framework suggests a checklist for stakeholders to help diagnose and analyze the gaps in effective CM adoption.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 10 April 2009

Camilo Augusto Sequeira, Eloi Fernández y Fernández and Márcia Christina Borges

The aim of this paper is to propose an integrated model for intangible resources, which will contribute to breaking down the old paradigm, and bring it to managers'

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1108

Abstract

Purpose

The aim of this paper is to propose an integrated model for intangible resources, which will contribute to breaking down the old paradigm, and bring it to managers' attention that the best returns are likely to come from intangible resources.

Design/methodology/approach

The theoretical approach is based on the concept of core competencies as defined by Hamel and Prahalad, and further developed in Andriessen's Making Sense of Intellectual Capital. It also explores the benchmarking concept presented in Viedma's “Intellectual capital benchmarking system”.

Findings

Business practitioners and scholars have been developing new methods and models to understand intellectual capital. Unfortunately, these methods and models present a view on both tangible and intangible resources of an organisation that is non‐integrated and reinforces the traditional management focus on tangible assets only.

Research limitations/implications

The method proposed here is being prepared to be tested in a large energy company under a three‐phase project (the object of future papers).

Originality/value

The paper describes a model and introduces a method based on it.

Details

VINE, vol. 39 no. 1
Type: Research Article
ISSN: 0305-5728

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Article
Publication date: 1 June 2021

Michael Armanious and Jared D. Padgett

The purpose of this study was to explore what agile learning strategies businesses need to develop agile core competencies to respond to the uncertainty of the rapidly…

Abstract

Purpose

The purpose of this study was to explore what agile learning strategies businesses need to develop agile core competencies to respond to the uncertainty of the rapidly changing business environment and sustain their competitive advantage. Technology advances and unexpected crises have created an ever-changing environment in which traditional static corporate training methods have failed to continuously provide employees with the ability to listen to and interpret the rapid changes and respond accordingly.

Design/methodology/approach

This qualitative exploratory multi-case study was useful to explore what agile learning strategies businesses need to develop agile core competencies to sustain their competitive advantage. Snowball sampling enabled the discovery of 15 participants who represented 10 different industries. Participants represented both management and non-management roles. Data were collected from multiple sources such as interviews, observations, researcher notes and document reviews. A thematic analysis model was used to analyze the collected data.

Findings

The findings substantiated that organizations are operating in a fast-changing environment where agile learning strategies are vital to surviving. The data also showed that agile learning strategies must include individual learning paths to continuously develop employees’ agile skills to build their organizations’ agile core competencies.

Originality/value

This study underlined the importance of adopting agile learning strategies to help employees listen and accurately interpret their organizations’ external environments to enable quick responses to changes. Without agile learning strategies, organizational agile core competencies and competitive advantage will progressively decline.

Details

Journal of Workplace Learning, vol. 33 no. 8
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 3 June 2014

Stanley C. Ross

The purpose of this article is to provide a framework for any organization to follow in designing training programs by describing a hypothetical sales training model…

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1994

Abstract

Purpose

The purpose of this article is to provide a framework for any organization to follow in designing training programs by describing a hypothetical sales training model linked to an organization’s strategic focus. Training strategy shapes the type of training programs provided by organizations. What influences an organization’s training strategy is important to understand if we are to grasp the valuable role training plays in the long-term performance of the organization. Strategic focus provides a framework for organizations to follow when creating specialized training programs. This paper represents an initiative to help put in a broader and clearer context an organization’s strategic focus from which training program initiatives originate. Furthermore, the paper examines how strategic focus influences an organization’s decisions regarding the specific purposes, content and frequency of training. The paper identifies and describes several important dimensions of the conceptual model, as well as the interconnectedness among the dimensions.

Design/methodology/approach

This paper describes the link between sales training and an organization’s strategic focus. The use of a conceptual model linking strategic focus with a training program provides a “big picture” perspective showing the link between an organization’s vision and the role training plays in helping to realize this vision. The conceptual model shows the cause and effect link between the strategic focus and the development of training programs.

Findings

The model demonstrates how practitioners can move from a strategic, conceptual focus to deliver a training program that represents the ability to implement strategic intent.

Practical implications

The conceptual model shows the cause and effect link between the strategic focus and the development of training programs.

Originality/value

The value of this conceptual model is to demonstrate the ability to link strategy to specific business activities associated with the implementation of strategy.

Details

Strategic HR Review, vol. 13 no. 4/5
Type: Research Article
ISSN: 1475-4398

Keywords

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Article
Publication date: 11 April 2016

Andrew L. Cooper, Joseph R Huscroft, Robert E. Overstreet and Benjamin T Hazen

Knowledge management capabilities have proven to be key success factors for organizations within our increasingly information-based economy. Although knowledge management…

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1476

Abstract

Purpose

Knowledge management capabilities have proven to be key success factors for organizations within our increasingly information-based economy. Although knowledge management literature has a rich history, less is known about how an organization’s learning culture affects outcomes realized via knowledge management initiatives. Moreover, there is a dearth of understanding regarding how to successfully operationalize knowledge management activities in order to achieve performance in the dynamic logistics and supply chain management environment. Rooted in competence-based theory, the purpose of this paper is to examine the role that learning culture plays with regard to knowledge management capabilities, human capital, and organizational performance at logistics service providers.

Design/methodology/approach

This study uses survey data from 448 managers and covariance based structural equation modeling to assess how knowledge management, learning culture, and human capital influence organizational performance.

Findings

The results of this study indicate that knowledge management has a significant positive relationship with learning culture and human capital. There was also an indirect effect of knowledge management through learning culture on human capital and organizational performance. Interestingly, human capital did not have a significant relationship with organizational performance as hypothesized.

Practical implications

The results support the vital role that leaders and managers have in creating a culture that is conducive to the success of knowledge management initiatives.

Originality/value

This study goes beyond the simple direct relationship between knowledge management and personal and organizational outcomes that is usually examined by testing learning culture as an important mediator.

Details

Industrial Management & Data Systems, vol. 116 no. 3
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 March 2002

Zane Berge, Marie de Verneil, Nancy Berge, Linda Davis and Donna Smith

Organizations find it increasingly difficult to stay competitive in today’s global economy. Leaders in the workplace are using benchmarking, competency, competency models…

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11457

Abstract

Organizations find it increasingly difficult to stay competitive in today’s global economy. Leaders in the workplace are using benchmarking, competency, competency models, and competency studies to help make human resource decisions, such as hiring, training, and promotions. In training and development (T&D), it is helpful for competencies to focus on knowledge, skills and/or abilities. But neither the field of T&D, nor competency within the field, is static. Reported here is a careful review of literature showing the trends in competency over the past three decades in the training and development field, and provides some speculation regarding competencies needed in the near future for professionals in T&D. Two of the most apparent changes in T&D are the shift to performance improvement and the use of technology. Thus the skills, knowledge, and abilities involving these areas will continue to become increasingly necessary for T&D professionals.

Details

Benchmarking: An International Journal, vol. 9 no. 1
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 11 May 2010

Noor Hazlina Ahmad, T. Ramayah, Carlene Wilson and Liz Kummerow

The purpose of this article is to evaluate the effect of entrepreneurial competencies and the moderating effect of business environment on business success in small and…

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8507

Abstract

Purpose

The purpose of this article is to evaluate the effect of entrepreneurial competencies and the moderating effect of business environment on business success in small and medium sized enterprises (SMEs) in Malaysia.

Design/methodology/approach

A sample of 212 Malaysian SME owner‐founders participated in this study. The structural equation modeling (SEM) procedure was used to test the proposed model.

Findings

The results showed that entrepreneurial competencies were strong predictors of business success in SMEs in Malaysia. It was also found that the association between entrepreneurial competencies and business success was more strongly evident in hostile and dynamic environments than in more benign and stable environments.

Research limitations/implications

Self‐report was used as the source of all data. This approach, even though criticised by some, was deemed necessary because of difficulties associated with the independent assessment of each of these variables. Nevertheless, future studies should identify ways to obtain competency data from multiple informants to minimise the possibility of response bias.

Practical implications

It was suggested that understanding business success through the lens of entrepreneurial competencies is important because it provides entrepreneurs with knowledge about the way they should operate their business and encourages them to be conscious of the potential positive or negative impacts of their own behaviour.

Originality/value

The study shows that entrepreneurs are capable of minimising the negative impact of business environment if they are willing to equip themselves with the appropriate competencies.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 16 no. 3
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 28 April 2014

Kim Aitken and Kathryn von Treuer

The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration…

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3284

Abstract

Purpose

The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform.

Design/methodology/approach

The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels.

Findings

The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented.

Research limitations/implications

This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration.

Originality/value

Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.

Details

Leadership in Health Services, vol. 27 no. 2
Type: Research Article
ISSN: 1751-1879

Keywords

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Article
Publication date: 1 April 2004

Randall Perrey, Alex Johnston, Mark Lycett and Ray Paul

This paper argues that enterprise scale information systems integration should be driven by business value propositions rather than system level requirements. It reviews…

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3172

Abstract

This paper argues that enterprise scale information systems integration should be driven by business value propositions rather than system level requirements. It reviews the existing literature of value and presents a summary of the issues and insights. A study of attitudes and perceptions from an enterprise system vendor organisation is presented. The study uses cognitive mapping to analyse the data and grounded theory to derive the concept of value proposition as a suitable concept for comprehending integration. The concept is further developed from a synthesis of the issues from literature with the results. The determination of a value proposition is argued to be a process of defining the consumer and providing perspectives. The provider perspective of value proposition is shown to be competency based whilst the consumer is results oriented. Discussion of the implications of value proposition driven integration projects leads onto recommendations for industry and implications for further academic research.

Details

Journal of Enterprise Information Management, vol. 17 no. 2
Type: Research Article
ISSN: 1741-0398

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Book part
Publication date: 8 August 2005

Stanley M. Gully and Jean M. Phillips

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model…

Abstract

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-76231-215-3

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