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  • 1. Medina, Rolf
    et al.
    Medina, Alicia
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Managing competence and learning in knowledge-intensive, project-intensive organizations A case study of a public organization2017In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 10, no 3, 505-526 p.Article in journal (Refereed)
    Abstract [en]

    Purpose - Competence management should no longer be considered as disconnected activities with few relationships with the organizational goals. It is the viewpoint that competence management as a whole consists of different mechanisms and strategies that involve many functions in the organization and link strategy, product/service development, and innovation. The purpose of this paper is to explore how a public knowledge-intensive, project-intensive organization manages competence in relation to its organizational goals and to identify which mechanisms are involved in this process as well as the underlying factors of those mechanisms. Design/methodology/approach - The research was conducted following a single case study approach using several sources of evidence in a public organization responsible for public transport in the south of Sweden. Findings - A theoretical framework called the competence loop is used as a platform. The results expand the framework by identifying underlying factors constituting the mechanisms and categorizing those factors in organizational and social dimensions. Another contribution is the competence concept including the factors that generate new competence. Furthermore, the study highlights that organizational culture has an impact on efficient competence management. Research limitations/implications - This study was conducted in a public organization; similar studies should be conducted in other kinds of knowledge-intensive, project-intensive organizations. Originality/value - The results provide support to practitioners when trying to understand how competence evolves, how to facilitate learning in organizations that are reliant on human resources, how to manage competence to achieve organizational success, and show the role of the project as a competence arena.

  • 2.
    Medina, Rolf
    et al.
    SKEMA Business School.
    Medina, Alicia
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The competence loop: Competence management in knowledge-intensive, projectintensive organizations2015In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 2, 279-299 p.Article in journal (Refereed)
    Abstract [en]

    Purpose – Knowledge-intensive organizations tend to be project intensive having many projects of different size and importance. In this context, competence evolves through projects.

    The purpose of this paper is to identify the mechanisms that steers competence management in these kinds of organizations and also the factors that are involved in the human capital contribution to competitive advantage in relation to the interaction between parent organizations and projects.

    Design/methodology/approach – This study has a contingency theory perspective and consists of a literature search in the following domains: project-intensive organizations, knowledge-intensive organizations, competence management, human resource management and dynamic capabilities and learning.

    Findings – The main contribution of this study is the theoretical framework derived from different domains. The framework is called the competence loop and explains how projects generate competence that the parent organization can either exploit in further activities or use for strategy adjustment. It also explains how an organization can use learning strategies to support competenc exploration/exploitation. Another contribution is the description of the relationship between dynamic capabilities and organizational learning in project-intensive organizations.

    Research limitations/implications – This paper is a conceptual paper intended to create a base for further empirical studies.

    Originality/value – The paper combines different domains to define a framework that is a new approach to competencemanagement in a project-parent organizational context. The framework includes learning and competence management characteristics and has both theoretical and practical value.

  • 3.
    Medina, Rolf
    et al.
    SKEMA Business School.
    Medina, Alicia
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The project manager and the organisation's long-term competence goal2014In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 32, 1459-1470 p.Article in journal (Refereed)
    Abstract [en]

    This paper presents empirical results from a study that aims to increase our understanding of the project manager's involvement in competence management in larger Swedish project-oriented organisations. Projects are today the predominant way of performing work. Organisations are also paying more attention to competence as competitive advantage. However, the logical interrelated connection between these two fields is still not understood.

    This study adopted a post-positivistic perspective starting with a qualitative step with in-depth interviews followed by a quantitative web survey.

    The major contributions are the framework that constitutes human resource management (HRM) competence management practices related to projects followed by the importance of project managers' involvement in the company's long-term goal in terms of competence.

    For researchers, these findings contribute to integrating project management into the HRM field. For practitioners, there is a need to review the project manager's participation in competence management.

  • 4.
    Medina, Rolf
    et al.
    SKEMA Business School.
    Medina, Alicia
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The project manager’s degree of involvement in competence management: exploring the impact on the organisation's long-term competence goal2012Conference paper (Refereed)
    Abstract [en]

    Successful organisations perform more and more of their work in projects that are temporary organisations led by project managers. Those organisations are dependent on their core competences and their development. The fact that the Human Resource Management, HRM, competence practices, in most cases, are not formally integrated into project management practices raises questions regarding the organisation’s long-term competence management.

    The result of the present explorative study, which is based on Swedish companies with more than 250 employees, shows that the degree of involvement of the project manager in HRM competence management is low. The implications of the impact on the organisation’s long-term competence goal and the desired situation are also discussed.

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