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Core competencies fulfill three criteria: [1] Provides potential access to a wide variety of markets. Should make a significant contribution to the perceived customer benefits of the end product. Difficult to imitate by competitors. For example, a company's core competencies may include precision mechanics, fine optics, and micro-electronics.
Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. core competencies differentiate an organization from its competition (e.g. the technologies, methodologies, strategies or processes of the organization that create competitive advantage in the marketplace). An organizational core competency is an ...
A competency dictionary is a tool or data structure that includes all or most of the general competencies needed to cover all job families and competencies that are core or common to all jobs within an organization (e.g., teamwork; adaptability; communication).
Jeffrey Pfeffer - organizational development (1970s–?) Robert Allen Phillips; Rebecca Piekkari (born 1967) - Finnish organizational theorist; Henry Varnum Poor - principles of organization (1850s–?) Michael Porter - strategic management and Porter's 5 forces (1970s–1990s) C. K. Prahalad (1941–2010) - core competency (1980s) Derek S. Pugh
Modern techniques use competency-based management methodologies to develop a competency architecture for an organization. This architecture captures key competencies into a competency dictionary that is subsequently used in the creation of job descriptions. Competency-based performance management can then be employed to measure and discover ...
The skills involved can be defined by the organization or by third party institutions. They are usually defined in terms of a skills framework, also known as a competency framework or skills matrix. This consists of a list of skills, and a grading system, with a definition of what it means to be at particular level for a given skill. [1]
The creative use of computerized communication networks and large-scale databases can support this mode of knowledge conversion: explicit knowledge is collected from inside or outside the organization and then combined, edited, or processed to form new knowledge. The new explicit knowledge is then disseminated among the members of the organization.
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills ...