What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

Mindful reflexivity: Unpacking the process of transformative learning in mindfulness and discernment

Can spiritual practice encourage transformative learning? In this article, we unpack how spiritual practices from the Buddhist tradition—mindfulness—and the Quaker tradition—discernment—encourage the attainment of moral reflexivity and the capacity to transform self in individual and relational organizational contexts, respectively. We also show how moral reflexivity and self-transformation are mutually reinforcing and promote a transformational cycle of management learning. We propose that “mindful reflexivity”, a foundational model of spiritually informed moral reflexivity, can contribute to new ways of management learning through its context sensitivity and ethical orientation to foster the kinds of reflexivity needed for responsible management. Our article concludes with implications for management learning theory and practice, and we offer pathways for future research

The knowledge needs of innovating organisations

The sustainable management of innovation is perhaps the single most vital element of executive work in today's business environment. This has driven knowledge management theorists to revitalise interest in the concept of 'competency'. However, this theoretical domain continues to be fragmented by definitional debate. At a micro-level of analysis, Human Resources Management theorists have embraced the idea of managerial competencies, resulting in the elaboration of frameworks and standards of performance for the targeted development of individual knowledge. By contrast, at the macrolevel the Strategic Management literature has focussed on developing new concepts of competition and cooperation that emphasise organisational knowledge as the driver of strategic change. In this context, competence-based competition implies that competitive advantage is bestowed by an organisation's unique combination of core competencies. This definitional debate is a major obstacle to the development of an integrated perspective on competency and the knowledge needs of innovating organisations. This conceptual article asserts that, since innovation involves a learning process, it is necessary to develop process-based theory rather than the static categorisations that currently dominate thinking in this area. Drawing on theories from the field of learning, the article proposes a three-dimensional framework of knowledge-based competencies that are interlinked and meaningful across levels of analysis

Knowledge management and organizational learning: Strategies and practices for innovation

In a globalised competitive world, organisations are looking for ways to gain or maintain a competitive advantage in the marketplace. Of the important challenges facing firms and organizations three are of prime importance: (1) for organizations to know what they know and maximise the transfer of this knowledge throughout their organisation; (2) finding ways of working which assist in maintaining their competitive advantage and finding new ways of gaining competitive advantage often through innovation, and (3) continuously learning through the exploitation of existing resources and capabilities and the exploration of new resources and capabilities to improve their performance. These challenges are interrelated. This paper investigates some of the extensive literature on innovation and knowledge management and suggests propositions for future research

Organizational knowledge dynamics

The paper addresses the main issues concerning knowledge conceptualization and knowledge dynamics, in the context of Romanian organizations. The links between organizational knowledge, organizational learning and organizational culture are being investigated, with the aim of conceptual clarification and paradigm unification, in a domain of increasing research interest, where increasing complexity implies the risk of increasing confusion.knowledge dynamics, organizational learning, organizational intelligence, organizational culture.

Attributes of Embodied Leadership: A beginning in the next chapter of leadership development

Research and guidance on leadership behaviour has been documented throughout history, from the epics to more recent leadership theories, evolved over the last century. Why then, when there is so much research and advice available are leaders still making so many errors? A review of literature in leadership studies reveals that recommendations have often been descriptive, assumptive and prescriptive without considering various differences in individuals. Additionally, leadership development often utilises methodologies in which individuals are trained to ‘act’ as leaders rather than fully embody leadership behaviour. This paper explores the generic attributes that describe embodied leadership behaviour. Semistructured interviews were performed on a panel of individuals from different backgrounds and analysed using a grounded theory approach. Along with the interviews, the works of Scharmer (2008) and behavioural traits identified in leadership by Derue, Nahrgang, Wellman and Humphrey (2011) were also taken into consideration. A final consensus was reached using a set of ten attributes that potentially contribute to embodied leadership behaviour; being non-judgemental, embracing uncertainty, active listening, congruence (morals and ethics), intuition, reflective practice, sense of meaning/purpose, holistic decision making, authentic presence and intention

Mapping wisdom as a complex adaptive system

This is the second of two papers concerning wisdom as an ecosystem appearing in sequential editions of Management & Marketing journal. The notion of wisdom as an ecosystem, or "the wisdom ecology", builds on work by Hays (2007) who first identified wisdom as an organisational construct and proposed a dynamic model of it. The centrepiece of this and its former companion paper is a relationship map of the Wisdom Ecosystem (the Causal Loop Diagram at Figure 1). The first paper, "The Ecology of Wisdom", introduced readers to the topics of wisdom and complex adaptive systems, and presented a dynamic model of the Wisdom Ecosystem. This second paper discusses systems dynamics modelling (mapping systems) and covers the Wisdom Ecosystem model in detail. It describes the four domains, or subsystems, of the Wisdom Ecosystem, Dialogue, Communal Mind, Collective Intelligence, and Wisdom, and walks readers through the model, exploring each of its 25 elements in turn. It examines the relationships amongst system elements and illuminates important aspects of systems function, providing a rare tutorial on developing and using Causal Loop Diagrams.Causal Loop Diagramming, Complexity, Dialogue, Organisational Learning, Systems Dynamics, Wisdom.