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A CONCEPTUAL MODEL FOR ORGANIZATIONAL COMPETENCES

Published online by Cambridge University Press:  27 July 2021

Hanane Hammouch ,
Andreas Makoto Hein  and
Helene Condat
Hanane Hammouch
Affiliation:
Université Paris-Saclay, CentraleSupélec, Laboratoire Genie Industriel, 3 rue Joliot-Curie, Gif-sur-Yvette, France
Andreas Makoto Hein*
Affiliation:
Université Paris-Saclay, CentraleSupélec, Laboratoire Genie Industriel, 3 rue Joliot-Curie, Gif-sur-Yvette, France
Helene Condat
Affiliation:
Initiative for Interstellar Studies (i4is), 27/29 South Lambeth Road, London SW8 1SZ, UK
*
Hein, Andreas Makoto, CentraleSupelec, France, andreas-makoto.hein@centralesupelec.fr

Abstract

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Organizational competences are one of the main assets of companies. Models of these competences would allow for systematic reasoning for exploring technological innovations, enabled by combining and transposing organizational competences. Today, the literature linking organizational competencies to engineering design and systems engineering remains limited. In particular, a generic modelling approach for organizational competencies for engineering design and systems engineering seems to be missing, although first frameworks have been proposed for specific purposes. This paper presents a generic conceptual model of organizational competences. The objective is to link technology, product, and systems development with the corresponding organizational competencies and their future evolution in order to allow for a joint design of competencies and technologies, products, or systems. The conceptual model provides the basis for a competence combination framework which allows for modeling competence combinations in an organization. Finally, we validate our conceptual model using a case study from the automotive industry.

Keywords

Organizational processesSystems Engineering (SE)InnovationTechnology
Type
Article
Information
Proceedings of the Design Society , Volume 1: ICED21 , August 2021 , pp. 41 - 50
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2021. Published by Cambridge University Press

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