An Interprofessional Consensus of Core Competencies for Prelicensure Education in Pain Management: Curriculum Application for Physical Therapy

Core competencies in pain management for prelicensure health professional education were recently established. These competencies represent the expectation of minimal capabilities for graduating health care students for pain management and include 4 domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain (Appendix 1). The purpose of this article is to advocate for and identify how core competencies for pain can be applied to the professional (entry-level) physical therapist curriculum. By ensuring that core competencies in pain management are embedded within the foundation of physical therapist education, physical therapists will have the core knowledge necessary for offering best care for patients, and the profession of physical therapy will continue to stand with all health professions engaged in comprehensive pain management

Entering the Economic Models of Game Console Manufacturers

This paper deals with the video game console market. We are not interested here in portable consoles nor in PC games. Our work focuses on the role of core competencies in console wars, analyzing the way these competencies are activated within the firms' business models. The home console market also exhibits crossed network externalities, which requires console manufacturers the ability to conciliate the interests of both developers and gamers. From a strategic point of view, core competencies are closely related with market performance. Today, Sony's and Microsoft's business models are quite similar. However, Microsoft and Sony remain far behind Nintendo and its Wii, which suggests that core competencies do not discriminate on performance as much as the positioning choices made upstream when the strategy is crafted. The link between core competencies, economic model and strategy is at the heart of this study.video game console, business model, core competencies, two-sided market, platform.

Core competencies for pain management: results of an interprofessional consensus summit.

ObjectiveThe objective of this project was to develop core competencies in pain assessment and management for prelicensure health professional education. Such core pain competencies common to all prelicensure health professionals have not been previously reported.MethodsAn interprofessional executive committee led a consensus-building process to develop the core competencies. An in-depth literature review was conducted followed by engagement of an interprofessional Competency Advisory Committee to critique competencies through an iterative process. A 2-day summit was held so that consensus could be reached.ResultsThe consensus-derived competencies were categorized within four domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain management. These domains address the fundamental concepts and complexity of pain; how pain is observed and assessed; collaborative approaches to treatment options; and application of competencies across the life span in the context of various settings, populations, and care team models. A set of values and guiding principles are embedded within each domain.ConclusionsThese competencies can serve as a foundation for developing, defining, and revising curricula and as a resource for the creation of learning activities across health professions designed to advance care that effectively responds to pain

Core Competencies for Undergraduate Community-Engaged Researchers

Undergraduate community-engaged research (UCEnR) is a growing trend which VCU has proactively pursued by providing grants for UCEnR projects and assimilating UCEnR into interdisciplinary curricula. However, a definitive sense of core competencies for undergraduate community-engaged researchers has not yet been established. To that end, this literature review answers the question, What skills should UCEnR students have

An integrated core competence evaluation framework for portfolio management in the oil industry

Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology

Instruction: Core Competencies

The ISU Library’s Instruction Competencies Task Force reviewed and adapted the national ALA/ACRL Proficiencies for Instruction Librarians Standards to guide instruction-related professional development and teaching practices of ISU librarians who teach

Seeding Knowledge Solutions Before, During, and After

{Excerpt} In the age of competence, one must learn before, during, and after the event. Knowledge solutions lie in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage. Competence is the state or quality of being adequately or well qualified to deliver a specific task, action, or function successfully. It is also a specific range of knowledge, skills, or behaviors utilized to improve performance. Today, sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploitan organization’s core competencies, the tangible fruits of which are composite packages of products and services that anticipate and meet demand. (Yesteryear, instead of strengthening the roots of competitiveness, the accent was placed on business units. Innately, given their defining characteristics, business units under-invest in core competencies, incarcerate resources, and bind innovation—when they do not stifle it.) Core competencies are integrated and harmonized abilities that provide potential access to markets; create and deliver value to audiences, clients, and partners there; and are difficult for competitors to imitate. They depend on relentless design of strategic architecture, deployment of competence carriers, and commitment to collaborate across silos. They are the product of collective learning

An exploration of hospitality management competencies in Turkey through content analysis of the job ads

This paper reports on the hospitality management competencies required to be assigned to a management position in Turkey. The study found out a number of competencies with top priority ranging from 82.1 to 21.4 percent extracted from job ads on the most browsed career websites in Turkey by employing a content analysis as the research method. These core competencies were delineated in the five domains of Sandwith’s Competency Domain Model in order to discover how they pertained to the theory. The in-depth analysis rendered the whole range of domains particularly leadership, technical and interpersonal, partly conceptual/creative and administrative. The study concluded that recruiters mainly look for managers with leadership, technical and interpersonal competencies in Turkey

Understanding, Finding, and Conceptualizing Core Competence Depth: A Framework, Guide, and Generalization for Corporate Managers and Research Professionals: Working Paper Series--11-03

In recent years, managerial interest in corporate core competencies as competitive tools has risen greatly. Corporate managers and professionals often have several questions regarding them. First, what are corporate core competencies? Second, how can they determine which core competencies, or which aspects of them, their firm holds deeply? More generally, what does it mean for a firm to hold a competence deeply? Utilizing concrete examples, this paper answers the first question by presenting a framework describing the elements of core competencies, their internal dynamic, and their breadth. It answers the second question by providing a usable methodology for discovering the depth a firm's core competencies. As it does so, it answers the third question by presenting a generalized conceptualization of core competence depth. The authors propose that this framework, methodology, and generalization will prove useful to corporate managers and research professionals interested in strengthening their core competencies and applying them more effectively

Understanding, Finding, and Applying Core Competencies: A Framework, Guide, and Description for Corporate Managers and Research Professionals: Working Paper Series--09-15

In recent years, managerial interest in corporate core competencies as competitive tools has risen greatly. Corporate managers and professionals often have three questions regarding them. First, what are corporate core competencies? Second, how can the ones held by a particular firm be identified? Third, how do core competencies integrate with other kinds of corporate knowledge to produce particular products and services? This paper answers the first question by presenting a framework describing the internal dynamic and elements of core competencies. It answers the second by providing a usable guide to discovering them within a firm. It answers the third by describing core competencies' place within the structure of organizational knowledge held by corporations. The authors hope that this framework, guide, and description will prove useful to corporate managers and research professionals interested in strengthening their core competencies and applying them more effectively