Understanding competence-based management: Identifying and managing five modes of competence

By R. Sanchez. 2004

382 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3404df23587b6ae25ce68f7a101b68064b0b270d

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In Strategy and Management

Citations in the corpus

The strategic role of Human Resource Development in managing core competencies (2008, background): “(6) Enhancing employee identification with the organization and strengthening attitudes of loyalty, commitment and pride (Coff 1997; Prahalad and Hamel 1990; Sanchez 2004).”
The effects of retail channel integration through the use of information technologies on firm performance (2012, background): “In competitive environments, the ability to integrate resources into bundles of competences is especially important (Eisenhardt and Martin, 2000; Sanchez, 2004; Sirmon et al., 2007; Teece et al., 1997; Teece, 2007) because they are difficult to imitate and confer firms with superior performance…”
Effectuation, Exploratory Learning and New Venture Performance: Evidence from China** (2017, background): “When adaptation requires the creation of variety, exploration is crucial (Bock et al. 2012; March 1991; McGrath 2001; Sanchez 2004).”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, background): “First, support for the hypothesized mediating role of HR flexibility lends credence to the RBV arguments highlighting the relevance of creativity and agility in organizational resources for the firm’s performance (Sanchez, 1997, 2004).”
Core competency beyond identification: presentation of a model (2007, background): “In fact, each concept is acknowledged to be substantial enough to have its own major research stream in the strategic management field, namely, the resource-based, competence-based, and dynamic capability-based streams (Barney, 1991; Sanchez, 2004; Teece et al., 1997).”
Investigating firm's customer agility and firm performance: The importance of aligning sense and respond capabilities (2012, background): “While the static perspective views organizations as reacting to environmental change, the dynamic perspective considers organizations as both reacting to and proactively influencing the competitive environment (Sanchez, 2004).”