Exploring the impact of technological competence development on speed and NPD program performance

With growing levels of competition across industries, technological competence is increasingly viewed as crucial for businesses to maintain their long-term competitive advantage. Although there are many theoretical arguments about how firms' competences can yield competitive advantage and performance improvement, we have a limited understanding of where the capabilities originate in the context of NPD or what kind of product portfolios, internal climate and strategic alignment are required to build them. Moreover, empirical evidence for technological competence development is limited and comes primarily from case studies, anecdotal evidence, and management impressions. Accordingly, this research addresses these gaps by presenting and testing a conceptual model of technological competence development in NPD. This study makes advances in applying a dynamic capability approach to technological competence development in NPD, and investigates the impact of innovative climate, technological alignment, and project portfolio management on technological competence development as well as NPD speed. Moreover, the factors that might influence NPD program performance are also investigated. The analysis, based on data collected from 164 firms, shows that a firm's innovative climate, technological alignment and portfolio management are positively associated with technological competence development. While technological alignment was found to be negatively related to NPD speed, portfolio management and technological competence development were found to have positive effects on speed. However, innovative climate had no significant impact on speed. Moreover, technological competence development and portfolio management were found to be positively related to NPD program performance. Finally, the authors found no support for the relationship between speed and NPD program performance

THE EFFECTS OF SALESPERSON TRAINING PROGRAM QUALITY ON SALESPERSON COMPETENCY AND MANAGEMENT OF THE DISTRIBUTION AREA TO INCREASE SALESPERSON PERFORMANCE (Differences Study on Distribution Pharmacy Company in Central Java, Indonesia)

A quality training program for sales persons will optimize sales persons’ performance through several variables, which are the competence of sales persons and the quality of distribution territory management. The problem of this research is how does the improvement of sales persons’ competence affecting the improvement of seller territory management quality is able to fill the gap between sales persons’ training program and sales persons’ performance. The samples were 166 respondents who are sales persons and have followed training program from various pharmaceutical distributor companies in Central Java. In addition, data was analyzed using the Structural Equation Modeling (SEM) of AMOS 23 program. To improving the performance of sales persons, their competence is significantly affected by sales persons training program, and the quality of distribution territory management is also significantly affected by sales persons' competence, while the performance of sales persons is significantly affected by the quality of distribution territory management. Meanwhile, the competence of sales persons provides neither major nor significant effect on the performance of sales persons

An Ontological-based Model for Competences in Sustainable Development Projects: a Case Study for Project’s Commercial Activities

The paper presents a project management competencies model, using an ontological approach. The ontology, named PMCatalog, was developed in the framework of the project CONTO, financed by Romanian through the grant 91-037/2007. PMCatalog is consistent with the competence definition and PM competence elements included in the International Competence Baseline, the competency standard of the International Project Management Association. The main PMCatalog’s use cases for commercial activities in sustainable development projects are described. Ontology was developed using the Protégé editor.competence, project management, sustainable development, commercial activities

Capturing the competence of management consulting work

Purpose: The purpose of this article is to assess whether the effort of consulting firms and branch organizations to establish a shared and standardized methodology as a means to professionalize consulting and as a standard for training is possible and sensible. - \ud \ud Design/methodology/approach: A survey was conducted among Dutch management consultants, which explored their ways of working and their ways of learning. - \ud \ud Findings: The study shows that efforts to develop a shared and standardized phase-model methodology do not seem to be effective. Instead of following phase-models, consultants appear to be improvising bricoleurs, tailoring their ways of working to specific situations, and using broad, heterogeneous and partly implicit repertoires, which are built through mainly through action-learning. This requires another kind of methodology and another kind of training. - \ud \ud Research limitations/implications: The article gives a general direction for the development of a consulting methodology and the education of consultants. Further research on consulting practices and repertoires is necessary to explore this direction. - \ud \ud Practical implications: The paper concludes that the value of phase-models as a standard is limited. Therefore, branch organizations, consulting firms and corporate universities should not focus their professionalization and training activities on these standardized methods. - \ud \ud Originality/value: Little work has been done yet on the relation between professionalization, methods, and training in management consulting, and no earlier publication has studied this topic quantitatively

Coevolutionary Competence in the Realm of Corporate Longevity: How Long-lived Firms Strategically Renew Themselves

Understanding the phenomena of corporate longevity and self-renewing organizations has become an important topic in recent management literature. However, the majority of the research contributions focus on internal determinants of longevity and self-renewal. Using a co-evolutionary framework, the purpose of this paper is to address the dynamic interaction between organizations and environments in the realm of sustained strategic renewal, i.e. corporate longevity. To this end, we will focus on the competence of long-lived firms to coevolve due to the joint effect of managerial intentionality and environmental selection pressures. Building on coevolutionary framework, we develop a conceptual framework that highlights an organization’s coevolutionary competence. Two longitudinal case studies are presented illustrating the arguments.strategic renewal;corporate longevity;competence-based management;adaptive open systems;coevolutionary competence

Reducing behaviour problems in young people through social competence programmes

There is a relatively strong relationship between the concepts of behavioural problems and social competence, in that social competence is regarded as one of the most important protective factors in the prevention of behavioural problems. This paper argues that the concept of social competence should include social skills, social practice and empathic understanding. It identifies the components that form part of an effective social competence programme, including enhancing an understanding of social situations, increasing the generation of adequate social skills, improving the management of provocations which may lead to uncontrolled anger, and developing empathic understanding. The evidence also suggests that effective social competence programmes for children and young people should be multi modal and consist of mixed groups of pupils with and without difficulties. The paper concludes with a brief description of Aggression Replacement Training as an example of a programme which follows the recommended guidelines.peer-reviewe

Ethical and compliance-competence evaluation: a key element of sound corporate governance

Motivated by the ongoing post-Enron refocusing on corporate governance and the shift by the Financial Services Authority (FSA) in the UK to promoting compliance- competence within the financial services sector, this paper demonstrates how template analysis can be used as a tool for evaluating compliance-competence. Focusing on the ethical dimension of compliance-competence, we illustrate how this can be subjectively appraised. We propose that this evaluation technique could be utilised as a starting point in informing senior management of corporate governance issues and be used to monitor and demonstrate key compliance and ethical aspects of an institution to external stakeholders and regulators

Towards a dialogic management of cognitive competence

In this paper we examine the nature of the competences needed for promoting innovation and change. Taking our experiences as the starting point, we examined the literature and interviewed managers and those responsible for innovation in enterprises and discovered that our research findings contradict the simplistic view of innovation facilitation and management material in the work place. Our research suggests that for innovation to take place two contradictory notions, the order principle and the disorder principle, have to be engaged at the same time. As a philosophy, the Positivistic epistemology is unable to handle these contradictions. Therefore we suggest the use of Morin's “dialogy” as a way of managing these contradictions essential for innovation."Innovation and change";"order and disorder";"management";"contradictions";"dialogy"

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