Beyond the frame of management competenc(i)es: towards a contextually embedded framework of managerial competence in organizations

Abstract

Work on managerial competence has largely been characterized by being narrowly focused, fragmented and confusing in its terminology. Further, it has often failed to deal with issues of organizational specificity and the widely different contexts for managerial performance. Additionally, the work has mainly been located in and applied to lower level managers in the larger, often multinational organizations. Finally, the focus of much competence work has been on individual managers and has often taken little account of teamworking. Describes a contextually embedded framework of managerial competence which is targeted on top teams in small to medium‐sized enterprises. The framework identifies and distinguishes the key foci for clearly defining managerial competence, and beyond that, serves to locate existing competency frames in a single and coherent whole. The framework also explicitly recognizes organizational context as an important influence on ‐ indeed determinant of ‐ managerial competence in situ. Uses the concept of a lens of organizational competence to bridge environmental and organizational cultural variables with top team concerns and capabilities.

Citation

Stuart, R. and Lindsay, P. (1997), "Beyond the frame of management competenc(i)es: towards a contextually embedded framework of managerial competence in organizations", Journal of European Industrial Training, Vol. 21 No. 1, pp. 26-33. https://doi.org/10.1108/03090599710156410