Title: The nature of a schematic description of a socially constructed organisational competency model (CCM)
Authors: Mambo G. Mupepi
Addresses: Centre For Comparative and International Education, University of Michigan, Michigan, USA; Grand Valley State University, 2715 Arbor Chase Drive NE, MI 49525, USA
Abstract: This paper advances a dialogue on a co-constructed performance management model referred to as the CCM. The CCM is an alternative strategy designed to make an organisation effective. Arguments are drawn that indicate that competency models, in particular those concerned with organisational capabilities, are relatively ineffective when developed outside the organisation. A contrast of the competency models developed elsewhere is made with those espoused within the organisation by the communities of practice (COP) and effectiveness is demonstrated in the latter approach. By reviewing selections from the literature that established the competency development movement, a foundation on past knowledge is built. By taking this information into consideration and interpreting it, one may design and implement capabilities that advance organisation. The resultant competencies can be applied in any organisation.
Keywords: boundaryless organisation; collaboration; cognitive change; communities of practice; COP; continuous learning; continuous improvement; efficiency; knowledge management; networking; social construction; performance management; organisational competency; competency models; organisational capabilities.
International Journal of Collaborative Enterprise, 2009 Vol.1 No.2, pp.224 - 240
Available online: 18 Nov 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article