This book draws together theoretical and practical research in competence management. It examines emerging and contemporary issues, such as the multilevel approach to competence, the development of collective competence, the strategies of competence management, the tools for managing competences, and the organizational dynamics of competences.
This book draws together theoretical and practical research in competence management. It examines emerging and contemporary issues, such as the multilevel approach to competence, the development of collective competence, the strategies of competence management, the tools for managing competences, and the organizational dynamics of competences.
Benoît Grasser is Full Professor in HRM at University of Lorraine in France. His current research topics are competence management, organizational routines and the dynamics of management tools. He has also published numerous articles or book chapters on the links between work, competences and organizational dynamics. In addition, he has also published handbooks on human resource management or organizational theory. Sabrina Loufrani-Fedida is Full Professor in HRM and project management at the Université Côte d'Azur in France. Her current research topics are competence and talent management, human resources communication, and development of project teams. Her work has appeared in international research journals such as Long Range Planning, International Journal of Project Management, International Business Review, and French famous reviews such as Revue de Gestion des Ressources Humaines. Ewan Oiry is Full Professor in HRM at Ecole des Sciences de Gestion - Université du Québec à Montréal (ESG-UQAM). His current research topics are competence management, HRM practices and policies and their link with firm strategies. He has published numerous articles or book chapters on these topics. For several years, he has managed a think-tank on "competence management" with Sabrina Loufrani-Fedida and Benoît Grasser; this think-tank brings together researchers in management, HRM and strategy, as well as consultants and HR Directors.
Inhaltsangabe
1. The Conceptual Travel of Competence: Building a Bridge between North American and European Approaches. 2. Competency Management Tools: A Paradoxical Longevity. 3. Competence as a Revelator of Blind Spots in the Talent Management Literature. 4. Developing Soft Skills through Social Learning: A Model Implemented at a Canadian Business School. 5. Competences-Based Assessment of Employability: How to Deconstruct a Variety of Interpretations and Articulations? 6. Together, Do We Go Further?: The Dynamic between Rules and Collective Competence. 7. The Development of Collective Competence with an Inter-Organizational Group: A Proximity Perspective. 8. How to Organize Territorial Competence Management? 9. Market for Competences: When Attractiveness Drives Competitiveness. 10. From the Transmission of Skills to the Concept of Competence: Lessons from a Case Study in the Aerospace Industry. 11. Competences and Work Contexts: Learning from the French Ergonomic Approach. 12. Situated Individual Competences, Practices, and Institutional Logics: Identification of Blended Practices among Front-Line Employees in a Railway Company. 13. Social Innovation Processes and Collective Entrepreneurial Competence: The Case of the Jardins de Cocagne (Cocagne Gardens). 14. Contextualizing Intercultural Competencies: Genesis, Concepts, and Research Agenda. Conclusion to the Handbook: Toward a Contextualized and Multilevel Approach of Managing Competences.
1. The Conceptual Travel of Competence: Building a Bridge between North American and European Approaches. 2. Competency Management Tools: A Paradoxical Longevity. 3. Competence as a Revelator of Blind Spots in the Talent Management Literature. 4. Developing Soft Skills through Social Learning: A Model Implemented at a Canadian Business School. 5. Competences-Based Assessment of Employability: How to Deconstruct a Variety of Interpretations and Articulations? 6. Together, Do We Go Further?: The Dynamic between Rules and Collective Competence. 7. The Development of Collective Competence with an Inter-Organizational Group: A Proximity Perspective. 8. How to Organize Territorial Competence Management? 9. Market for Competences: When Attractiveness Drives Competitiveness. 10. From the Transmission of Skills to the Concept of Competence: Lessons from a Case Study in the Aerospace Industry. 11. Competences and Work Contexts: Learning from the French Ergonomic Approach. 12. Situated Individual Competences, Practices, and Institutional Logics: Identification of Blended Practices among Front-Line Employees in a Railway Company. 13. Social Innovation Processes and Collective Entrepreneurial Competence: The Case of the Jardins de Cocagne (Cocagne Gardens). 14. Contextualizing Intercultural Competencies: Genesis, Concepts, and Research Agenda. Conclusion to the Handbook: Toward a Contextualized and Multilevel Approach of Managing Competences.
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