Formalisation and use of competencies for industrial performance optimisation: A survey

Abstract

. Formalisation and use of competencies for industrial performance optimisation : a survey.. Computers in Industry, Elsevier, 2007, 58 (2) Abstract. For many years, industrial performance has been implicitly considered as deriving from the optimisation of technological and material resources (machines, inventories,...), made possible by centralized organisations. The topical requirements for reactive and flexible industrial systems have progressively reintroduced the human workforce as the main source of industrial performance. Making this paradigm operational requires the identification and careful formalisation of the link between human resource and industrial performance, through concepts like skills, competencies or know-how. This paper provides a general survey of the formalisation and integration of competence-oriented concepts within enterprise information systems and decision systems, aiming at providing new methods and tools for performance management.

Classification of competencies in design management: Individual, collective and organizational levels

“…Belkadi et al (2007) relate the construction of a project memory oriented through a characterization of the competencies and emphasize that these competencies are supported by a cognitive structure. Studies (Belkadi et al, 2007;Boucher et al, 2007;Osterlund and Loven, 2005) address the classification of the competencies in individual, collective and organizational. Competencies accumulated by the designer, classified as individual, are along the value chain of companies and private domain (Jevnaker, 1993).…”

“…Organizational competencies are associated with: organizational knowledge embedded in routines, processes, and practices (Bertola and Teixeira, 2003;Capaldo, 2007), design understood as a multifunctional activity (Bertola and Teixeira, 2003) and as a central activity (Ravasi and Lojacono, 2005;Bruce and Morris, 1994), the ability to allocate and coordinate competencies (Boucher et al, 2007), the ability to encode, transfer and deploy tacit knowledge (Subramanian and Venkatraman, 2001), providing management support and feedback on the results available to the teams, good practice (Lauche, 2005) and organizational capacity for design (Mutanen, 2008;Ravasi and Stigliani, 2012), design reflecting corporate values (Olson, et al, 1998) and guiding strategic renewal (Ravasi and Lojacono, 2005), development of the culture of constant learning (Riel et al, 2010), path-creating and resource creating process (Ahuja and Katila, 2004); organizational alliances, creation of value (Capaldo, 2007), structure with good information and an existing culture of common values and terms (Osterlund and Loven, 2005), organizational culture (Brown, 2006;Moultrie et al, 2007), developing internal capabilities of the firm coupled with entrepreneurial orientation (Chaston and Sadler-Smith, 2011), and construction of a project memory oriented by the characterization of the competencies (Belkadi et al, 2007).…”

Operational Competence Management - Comparison of Industrial Frameworks

“…A recent survey on how competences can be formalised and used for performance improvement can be found in (Boucher et al, 2007), showing that competence models may be of interest in all functions of various sectors (design, manufacturing, service...). Indeed, a number of software, dedicated or included in ERP (Enterprise Resource Planning) solutions, have appeared on the market for facilitating competence identification, structuring, use and development.…”

Role of Semantic Web in the Changing Context of Enterprise Collaboration

“…It includes their business activities, products and services produced and their preferences. In the past, competence was handled by humans having good knowledge about capabilities and requirements of the firms (Boucher, et al 2007). However in the current situation, where global markets and partnerships are increasing, it is really difficult to handle information about all the potentially collaborative firms and hence it is necessary to model knowledge in a form that is manageable and addressable (Chiesa, Manzini 1997).…”