Managing competence and learning in knowledge-intensive, project-intensive organizations

  • A case study of a public organization
  • Rolf Medina, Alicia Medina
  • International Journal of Managing Projects in Business, June 2017, Emerald
  • DOI: 10.1108/ijmpb-04-2016-0032

What is it about?

Competence management should no longer be considered as disconnected activities with few relationships with the organizational goals. It is our viewpoint that competence management as a whole consists of different mechanisms and strategies that involve many functions in the organization and link strategy, product/service development, and innovation. The purpose of this study is to explore how knowledge-intensive, project-intensive organizations manage competence in relation to its organizational goals and to identify which mechanisms are involved in this process. A theoretical framework called the competence loop is used as a platform. The results, apart from providing empirical evidence on the framework, expand it by identifying factors that add a deeper understanding of its mechanisms and categorizing those factors in organizational and social dimensions. Another contribution is the competence concept including the factors that generate new competence.

Why is it important?

The results provide support to practitioners when trying to understand how competence evolve, how to facilitate learning in organizations that are reliant on human resources, how to manage competence to achieve organizational success, and show the role of the project as a competence arena.

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The following have contributed to this page: Dr Rolf Medina

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