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Both in theory as in practice insight is limited about how firms in dynamic environments could organize to manage concurrently both the strategic processes of competence building and competence leveraging. To contribute to this issue, a conceptual framework is developed which considers the ability to exchange knowledge across organization units as a prerequisite for firms to achieve both the goals of competence building and leveraging. The framework shows how several important managerial and organizational determinants, associated with cross-unit knowledge exchange, may stimulate competence-building processes and how they may stimulate competence-leveraging processes. The conceptual framework will be illustrated by two case studies in different contexts of Novartis, one of the leading European life-science companies. These two contexts of respectively 'organization-enabled' and 'web-enabled' knowledge exchange appear to be complementary. The conceptual framework and cases provide insight into (1) possibilities about how firms could organize to deal with the tension between competence building and leveraging processes, and (2) how managing the determinants of horizontal knowledge exchange can contribute to changing a firm's actual mixture of competence building/leveraging processes into a more desired strategic mixture.
Includes papers that offer a review of inter-organizational relations in alternative approaches to the creation and management of competences. This volume offers an integrative approach to strategy and management theory, research, and practice.
Features a collection of papers that explores the challenges in identifying, building, and linking competences within and between organizations. This title includes a paper that describes a facilitated process through which managers may identify an organization's competences. It also explains basic issues in building organizational competence.
Two themes have become epicenters of new management thinking in the late 1990s: knowledge management and competence-based approaches to strategic management. These two themes share a common interest in identifying imporatant froms of organizational knowledge and in understanding processes through which knowledge can be transformed into organizational capabilities and competences. Knowledge Management and Organisational Competence draws on the latest research by a number of noted management scholars. It presents new insights into various kinds of knowledge that are of value to organizations, organizational interactions that can create strategically useful knowledge, alternative processes for managing knowledge, and approaches to integrating key forms of knowledge into organizational processes of competence building and leveraging. The papers in the volume collectively define a powerful conceptual framework for understanding organizational knowledge and its central role in building and leveraging competences. They present well articulated, logically consistent conceptualizations that will provide new theoretical impetus for management researchers, while at the same time providing case studies and examples of practical applications that suggest useful new methods and tools for maangement practitioners.
Competencies historically have been vital for skill building, and competency-based approaches have demonstrated their impact on business performance and organizational effectiveness in today’s marketplace. However, this has been discussed exclusively in chapters and books as separate propositions. It is essential to understand the two as linked together, building upon the other, merging individual and organizational perspectives of competencies development. Building Competencies for Organizational Success: Emerging Research and Opportunities presents a narrowly focused discussion of competency-based approaches and performance management and examines how these concepts align with business processes and procedures, management systems, and business objectives. It brings to light a new era of business performance management that complements the collaborative working of individuals and organizations to achieve business desires and addresses such topics as competent organization, knowledge management, and performance management systems. This book helps leaders, managers, executives, consultants, practitioners, academicians, researchers, and students with the understanding of how to utilize intellectual assets as well as how to develop a better future and outcomes for business and people management.
Explores how organizational competence and dynamic capabilities can support the competitive position of a firm. This book describes strategic, organizational, and behavioral perspectives on processes of competence development.
The papers in volume 6 of Research in Competence-Based Management identify, elaborate theoretically, and investigate empirically a number of new kinds of dynamics in industries and product markets.
Latest Edition: From Knowledge Management to Strategic Competence: Assessing Technological, Market and Organisational Innovation (3rd Edition)The business and academic communities pay much interest to the concept of knowledge management and strategic competencies or core capabilities; that is, how organizations define and differentiate themselves. This book attempts to establish the links between strategic competencies, knowledge management, organizational learning and innovation management — specifically, how an organization identifies, assesses and exploits its competencies, and translates these into new processes, products and services.The contributors to the book include leading researchers and consultants in the field. Adopting a practical but rigorous approach to the subject, they focus on the measurement, management and improvement of organizational, technological and market competencies, and identify the relationships with strategic, operational and financial performance.
There continues to be much interest in the business and academic communities in the concept of strategic competencies or core capabilities, in other words, how organisations define and differentiate themselves. More recently, this field has fragmented into a number of related disciplines with subtle differences in focus:Knowledge management — how organisations identify, share and exploit their internal competencies, in particular the knowledge of individuals.Organisational learning — the relationship between individual and organisational knowledge and how organisations ‘unlearn’ past competencies and acquire new competencies.Strategic management — how competencies can be assessed, and how these contribute to performance.Innovation management — how such competencies are translated into new processes, products and services.This book aims to integrate strategic and knowledge management approaches to capability building with the development of competencies by bringing together the latest research and practices from international experts in the field. This third edition has been fully updated with five new chapters./a