A new approach to competence analysis

Article Abstract:

One area of core competence theory that requires greater elucidation is the manner in which core competencies function. One reason new research is needed is that while the conventional hierarchical model of organizational competencies is useful in classifying core products, competences and products, it is not very helpful in explaining the manner by which these competencies function. In lieu of this hierarchical model, a new methodology for approaching competence analysis is proposed. This methodology factors in organizational systems, individual attributes and value delivered as part of a company's operating system.

Planning, Organizational change

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The corporate board and the challenge of technology

Article Abstract:

The growing activism of corporate boards has led to a greater degree of board involvement in the process of strategy formation. As a result, board directors are paying more attention to issues related to the management of technology (MOT). An analysis of the changing role of corporate boards and the challenge posed to such boards by MOT issues shows that directors need to be better briefed on the changing technological landscape. They should also take steps to become more technologically literate and learn how to deploy this knowledge in the strategy formation process.

Analysis, Corporate governance

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Auditing technology management processes

Article Abstract:

A process model-based audit framework for carrying out a structured analysis of technology management processes is introduced. It takes into account practices used to identify, select, acquire, utilize and protect both product and process technologies. The approach, which has been applied to three business units of a high-technology firm, shows the strength of combining good practices in individual sub-processes.

Management audit, Management audits

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