Effective competence-based management (CBM) requires in the first instance an ability to identify an organization’s competences and the sources of those competences. Identifying competences can be especially challenging in the context of not-for-profit organizations, which have often been characterized as being “different” from for-profit organizations. In this paper we argue that not-for-profit organizations have fundamentally the same systemic requirements for survival and success as for-profit organizations – and therefore that not-for-profits ought to be amenable to competence identification and analysis through use of CBM concepts and theory in essentially the same way as for-profit organizations. We support this basic proposition through a case study of competence identification and analysis in a humanitarian relief organization (HRO), an increasingly important kind of not-for-profit organization.
|Title of host publication||Mid-Range Management Theory : Competence Perspectives on Modularity and Dynamic Capabilities|
|Editors||Ron Sanchez, Aimé Heene, Seçkin Polat, Umut Asan|
|Publisher||Emerald Publishing Limited|
|Publication status||Published - 25.10.2017|
|MoE publication type||A3 Book chapter|
|Name||Research in Competence-Based Management |
- 512 Business and Management