Skip to main content
padlock icon - secure page this page is secure

Analysing organisational competence: implications for the management of operations

Buy Article:

$41.32 + tax (Refund Policy)

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.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media
No Metrics

Keywords: Aerospace; Competences; Operations Strategy; Resources

Document Type: Research Article

Publication date: July 2, 2003

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more