Analysing organisational competence: implications for the management of operations

Analysing organisational competence: implications for the management of operations Despite the potential for operations management to be a competence‐based discipline, it is not clear how practical the construct is in ex ante operations strategy formulation or how useful it is as a critical lens on operations theory. This paper develops a preliminary model of competence as a transformation process, combining resource and activity inputs into operational processes that result in specific competitive performance outcomes. Empirical evidence from three aerospace manufacturing case studies offers an opportunity to explore the conceptual and practical implications of the model. Three conclusions are highlighted: the need for a strategic (re)conceptualisation of operational resources and processes; recognition that any practical operations strategy needs to continually reconcile ambiguous internal and external priorities; and concern over the potentially dysfunctional effects of competence analysis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Analysing organisational competence: implications for the management of operations

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570310481531
Publisher site
See Article on Publisher Site

Abstract

Despite the potential for operations management to be a competence‐based discipline, it is not clear how practical the construct is in ex ante operations strategy formulation or how useful it is as a critical lens on operations theory. This paper develops a preliminary model of competence as a transformation process, combining resource and activity inputs into operational processes that result in specific competitive performance outcomes. Empirical evidence from three aerospace manufacturing case studies offers an opportunity to explore the conceptual and practical implications of the model. Three conclusions are highlighted: the need for a strategic (re)conceptualisation of operational resources and processes; recognition that any practical operations strategy needs to continually reconcile ambiguous internal and external priorities; and concern over the potentially dysfunctional effects of competence analysis.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Jul 1, 2003

Keywords: Competences; Resources; Operations strategy; Aerospace

References

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