دانلود مقاله ISI انگلیسی شماره 11789
عنوان فارسی مقاله

ساخت و توسعه شایستگی سازمانی: مشارکت در مدیریت عملیات

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
11789 2013 14 صفحه PDF سفارش دهید 7870 کلمه
خرید مقاله
پس از پرداخت، فوراً می توانید مقاله را دانلود فرمایید.
عنوان انگلیسی
Organizational competence building and development: Contributions to operations management
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : International Journal of Production Economics, Volume 144, Issue 1, July 2013, Pages 76–89

کلمات کلیدی
یادگیری سازمانی - تواناییها و ظرفیتهای سازمانی - مدیریت دانش - استراتژی عملیات
پیش نمایش مقاله
پیش نمایش مقاله ساخت و توسعه شایستگی سازمانی: مشارکت در مدیریت عملیات

چکیده انگلیسی

‘Change’ is the word that describes nowadays-socioeconomic environment. Change drivers are forcing a new organizational behavior, which is based on collective determinants of its performance. Based on these assumptions that change is the main context characteristic and performance is collectively defined, organizational learning plays a special role. The main objective of this paper is to comprehend organizational learning in a strategic context established by operations strategy, and focusing on organizational competences formation and development as elements that drive performance. A conceptual framework is developed and tested using information from experts' interviews and secondary data collected from an enterprise knowledge management process implementation research project.

مقدمه انگلیسی

Information revolution shrinks time and space dimensions, transforming real-time communication among geographically distant people and enterprises a present reality. As a result of this technological development, companies seek to improve their learning processes, enabling them to take advantage of these interactions for competence creation and development (Lee and Hong, 2002). Structural changes caused by information technology development have made financial, commercial, and productive globalization possible, increasing the number of competitors that create a real global and international arena. This new context prompted a continuous flow of in-depth, and irreversible market changes, thus increasing complexity and uncertainty in internal and external organizational environments (Choi et al., 2006 and Khalil and Wang, 2002). Among these changes one can mention that product life cycle reduction and productive processes redesign are being demanded from companies new learning approaches, in which knowledge management plays a ‘refreshing’ oriented role toward products and processes (Camisón and Forés, 2011, Irani et al., 2009, Koners and Goffin, 2007, Fernandes et al., 2005 and Govers, 2001). Knowledge management (KM) is a critical success factor for organizations operating globally. These organizations are emphasizing their KM capabilities for growing, retaining and mobilizing their organizational knowledge base (Gupta and Sharma, 2004). In this sense, KM comprises two main processes: creation, in which knowledge share, storage, transfer, and application take place; and commercialization, in which an invention, as a result from the creation process, turns into an innovation that is able to bring out results for the organization (Desouza and Awazu, 2006). The development of a competitive strategy based on KM implies companies' cultural patterns review, by focusing on continuous learning and performance results, and organizational internal environment that favors new ideas generation is one of the key related questions (Yang, 2010, Halawi et al., 2006 and Dawson, 2000). In this way, organizational learning represents a knowledge-oriented process, since it develops organizational competences, or it creates new capabilities (Camisón and Forés, 2011, Lustri et al., 2007 and Merali, 2000). For creating these new capabilities organizations should identify competences to be developed, their proper structuring process, based on their internal structure, their external environment and the resulted dynamic interaction between them (Yang et al., 2006, Berghman et al., 2006, Wang and Lo, 2003 and Boog, 1991). Organizational learning comes out as the result of this interactive process, and comprehends people, their relations, information sharing, experimentation, and knowledge diffusion, among other elements that are inherent to the organizational interaction process, especially in the operations management (OM) context. Value chain models could be used as a first approach in understanding operations systems dynamics and their interactions through the entire operations network. In this way, Johansen and Riis (2003) stated that manufacturing vision is an integrative construct that links organizational resources to enterprise's mission. Capabilities and/or competences are constructs that mediate this relationship, that is, linking operations strategy to productive resources mobilization, that contribute to operations strategic vision building (Brown and Blackmon, 2005, Perona and Miragliotta, 2004 and Manthou et al., 2004). KM is a core competence for developing the strategic process and improving the operations systems of electric energy industry companies. Particularly for this paper, the knowledge base represented by power systems technologies and its mobilization through their operating systems is of crucial importance for a better and improved performance. In this sense, KM practices applied to organizational and individual levels could result in a superior performance (Edwards, 2008). In general energy companies are capital-intensive enterprises that exploit a complex productive system, characterized by a technological based operation. Their workforce is formed by specialized professionals that continuously are integrating their expertise and know-how in the entire operation. The Brazilian electrical energy industry based on big hydroelectric plants plays an important role for national economic development infrastructure. According to 2010 National Energy Matrix Balance report, published by Energy Research Enterprise, electric energy represented in 2009, 15.2% of Brazilian energy source. Also, in 2009, hydroelectric plants produced 76% of the offered electrical energy (EPE—Energy Research Enterprise, 2010). The findings presented in this paper aim for understanding concerning formation and development of organizational competences by means of organizational learning processes and operations strategy realization. This paper portrays the development of a theoretical–conceptual framework for analyzing and representing organizational learning processes and their role on organizational competence formation and development, using for that purpose an operations strategy context.

نتیجه گیری انگلیسی

Organizational competences' relevance for resources mobilization and organizational strategic goal fulfillment is common sense among the authors that was used to constructed theoretical base. Also, such competences' management demands basic understanding regarding the organizational culture, the process systemic view, and particularly, the organizational learning process. This study allowed the identification and establishment of occurring process interconnections, as well as interfaces among the elements, the entailment of organizational learning initiatives and practices with the competences development. In this sense, the research results contribute to a better understanding of organizational learning processes' role and its relation to competence formation and development, mainly concerning value as applicable knowledge. Such process is conceived at operations level by linking different areas and functions in the organization. With this in mind, the research contributes to OM area, since it applies organizational learning and competence theories and models, and evinces the involved elements and their interrelations and interfaces in OM based approach. The developed study has an exploratory perspective and requires improvement in terms of test, regarding two perspectives: cause and effect relations in-depth study, as well as the establishment of a strategy for its validation or generalization; there is a conceptual obstacle that is established between the academic world and the practice world at organizations, and such obstacle must be overcome through concepts and methodologies and models' operationalization, for justifying its application and usefulness. The framework refinement and test enabled the process comprehension and representation. Due to the research limitations, however, future studies are proposed based on research scope deepening and widening. The research deepening can be enhanced through interviews with a bigger amount of specialists, framework testing in multiple case studies, and inclusion of quantitative analysis methods as a complement to the qualitative analysis so as to inquire into usability, feasibility, and utility matters. Regarding the research scope widening, the enquiry into organizational culture elements is suggested. As examples of these elements, one can mention the obstacle related factors and organizational learning facilitators, including organizational and individual behavior aspects, that influence the learning process and competence formation. Moreover, bearing in mind operations strategic management, the development of performance indicators is proposed in order to evince the effective contribution of developed competences to operations strategy results.

خرید مقاله
پس از پرداخت، فوراً می توانید مقاله را دانلود فرمایید.