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In recent years, there has been a growing concern around the connection between theory and practice, rigour and relevance, theoretical consistency and impact. This Special Issue links with the literature on the co-production of knowledge and aims to extend the debate to the concept and practice of social value and social relevance, and their impact on different ways of knowing, researching and learning in organizations and in complex contexts and systems.
The aim of this article is to demonstrate the importance of local knowledge for the design of assessment tools intended to develop and enhance human resources in organizations. With respect to the standardization of assessment procedures brought about by the application of universal and global reference models, the article uses a case study to illustrate the potentialities and shortcomings of using a local approach. After a brief survey of the main theoretical frames of reference, the article describes how local knowledge was used at an assessment centre set up at a multinational operating in the maritime transport sector, with a view to developing the competences required by the company. The article describes and discusses the ways in which certain classic knowledge management situations were adapted at the assessment centre to local needs and conditions, and the main results obtained. Finally discussed are the practical and social implications, as well as the limitations and the transferability, of a local approach to assessment.
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