Identifying Competences and Their Sources in a Not-for-Profit Organization: The Case of A Humanitarian Relief Organization

Diego Vega, Ron Sanchez

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    Abstract

    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.
    Original languageEnglish
    Title of host publicationMid-range Management Theory : Competence Perspectives on Modularity and Dynamic Capabilities
    EditorsRon Sanchez, Aimé Heene, Seckin Polat, Umut Asan
    Number of pages23
    Volume8
    Place of PublicationBingley
    PublisherEmerald Group Publishing
    Publication date2017
    Pages45-67
    ISBN (Print)9781787144040
    ISBN (Electronic)9781787144033, 9781787149236
    DOIs
    Publication statusPublished - 2017
    SeriesResearch in Competence-Based Management
    Volume8
    ISSN1744-2117

    Keywords

    • Competence-based management
    • Competence-based competition
    • Competence identification
    • Not-for-profit organizations
    • Humanitarian relief organizations

    Cite this

    Vega, D., & Sanchez, R. (2017). Identifying Competences and Their Sources in a Not-for-Profit Organization: The Case of A Humanitarian Relief Organization. In R. Sanchez, A. Heene, S. Polat, & U. Asan (Eds.), Mid-range Management Theory: Competence Perspectives on Modularity and Dynamic Capabilities (Vol. 8, pp. 45-67). Bingley: Emerald Group Publishing. Research in Competence-Based Management, Vol.. 8 https://doi.org/10.1108/S1744-211720170000008003