Competence Profiling in Virtual Companies

Odenthal, Barbara; Peters, Meikel

doi:10.1007/978-0-387-38269-2_15

Cited by 4 publications

(1 citation statement)

References 2 publications

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“…This model supports the idea that competencies usually increase in networked organizations as a consequence of the interaction between tasks, human resources and material capabilities. Odenthal and Peters [8] further developed the concept of competency profiles in collaborative environments, proposing a method to generate target competency profiles in a Virtual Enterprise. These target profiles are based on the allocation of competencies to activities and where each set of activities correspond to a specific task.…”

Section: Literature Reviewmentioning

confidence: 99%

An Organization’s Extended (Soft) Competencies Model

Rosas

Macedo

Camarinha-Matos

2009

Leveraging Knowledge for Innovation in Collaborative Networks

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One of the steps usually undertaken in partnerships formation is the assessment of organizations' competencies. Typically considered competencies of a functional or technical nature, which provide specific outcomes can be considered as hard competencies. Yet, the very act of collaboration has its specific requirements, for which the involved organizations must be apt to exercise other type of competencies that affect their own performance and the partnership success. These competencies are more of a behavioral nature, and can be named as soft-competencies. This research aims at addressing the effects of the soft competencies on the performance of the hard ones. An extended competencies model is thus proposed, allowing the construction of adjusted competencies profiles, in which the competency levels are adjusted dynamically according to the requirements of collaboration opportunities.

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Section: Literature Reviewmentioning

confidence: 99%