2017
DOI: 10.1007/978-3-319-68619-6_19
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Model of Competency Management in the Network of Production Enterprises in Industry 4.0—Assumptions

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Cited by 31 publications
(17 citation statements)
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“…Growth in the amount of information as well as the development of information processes in daily life, particularly in the production area, is a great challenge for the man. Designing and performing manufacturing processes, regardless of the advances in automation, it should be remembered that the key factor deciding about success of any project is the human factor (Graczyk-Kucharska et al 2018;Hermann et al 2016). In the area of marketing activities, communication problems and employees' interpersonal competences are significant.…”
mentioning
confidence: 99%
“…Growth in the amount of information as well as the development of information processes in daily life, particularly in the production area, is a great challenge for the man. Designing and performing manufacturing processes, regardless of the advances in automation, it should be remembered that the key factor deciding about success of any project is the human factor (Graczyk-Kucharska et al 2018;Hermann et al 2016). In the area of marketing activities, communication problems and employees' interpersonal competences are significant.…”
mentioning
confidence: 99%
“…Finally, human competencies are also important in a smart factory environment. Graczyk-Kucharska, et al [52] formulate a framework for managerial competencies necessary to fully benefit from this type of context. One of the elements confirmed is the ability and necessity of exchanging practical engineering knowledge and coordinating processes more effectively in relation to knowledge of employees' competencies.…”
Section: Purple Clustermentioning
confidence: 99%
“…Kelly and Reimer (2017) draw attention to several key competences in the context of Industry 4.0 and the Internet of People. Among them, they distinguish: the leadership and leadership development implications for the organization, the rhythm and depth of change required for an organization to remain competitive, and the ecosystem of relationships required to navigate effectively within such organization (Kelly and Reimer 2017;Graczyk-Kucharska et al 2018). Both these and professional competences, also qualifications, often do not meet the demand for competences among employers, which hinders their further development and, consequently, there is no proper transfer in the context of enterprises (Eraut 1998).…”
Section: The Role Of Human Resources and Their Competencesmentioning
confidence: 99%
“…The following four transversal competences were selected from those proposed by the European Parliament: Entrepreneurship, Creativity, Communicativeness and Teamwork. A significant part of the transversal competences, including entrepreneurship, creativity, teamwork, and communicativeness, are competences in various positions at work used also to specify key competences in these positions, called reference models (Spychała et al 2017;Graczyk-Kucharska et al 2018).…”
Section: Transversal Competences In the New Economymentioning
confidence: 99%
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