ساخت و توسعه شایستگی سازمانی:مشارکت در مدیریت عملیات

‘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.

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).

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.