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Competence-based Strategic Management is a way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990s, competence-based strategic management theory explains how organizations can develop sustainable competitive advantage in a systematic and structural way. The theory of competence-based strategic management is an integrative strategy theory that incorporates economic, organizational and behavioural concerns in a framework that is dynamic, systemic, cognitive and holistic (Sanchez and Heene, 2004). This theory defines competence as: the ability to sustain the coordinated deployment of resources in ways that helps an organization achieve its goals (creating and distributing value to customers and stakeholders).〔Sanchez, R., Heene, A. (2004), ''The New Strategic Management: Organizations, Competition and Competence'', John Wiley & Sons〕 == Aspects of the competent organization == First, competence must include the ability to respond to the dynamic nature of an organization’s external environment and of its own internal processes.〔 The requirement of sustainability in the above definition of competence encompasses both forms of dynamics. To be sustainable, a competence must respond to the dynamics of the external environment by enabling an organization to maintain its ability to create value in the marketplace even as changes take place in market preferences and available technologies. Sustainability also requires overcoming internal organizational dynamics that result in various forms of organizational entropy, such as a gradual loss of organizational focus, a narrowing and increasing rigidity in the patterns of activity the organization can or does perform, a progressive lowering of organizational expectations for performance and success, and the like. The notion of organizational entropy reflects the concept of entropy in the laws of thermodynamics. The essential feature of the law of entropy is that systems naturally tend to devolve to lower states of energy, which takes the form of a loss of structure and information content. Ongoing inputs of energy are required simply to maintain a system in its current state of structure and information. Further inputs of energy are then required to increase the structure and information content of a system. Analogously, in organizations as systems, managers must provide continuous inputs of energy and attention to maintain or improve the order and structure in an organization’s value-creation processes.〔 Second, competence must include an ability to manage the systemic nature of organizations and of their interactions with other organizations.〔 The requirement of coordination of resources addresses this dimension of competence. In the first instance, competence requires an ability to coordinate an organization’s own organization-specific resources - i.e., the resources within the boundaries of the organization and thus under its direct control - in processes of creating value through product creation and realization. In addition, competence involves accessing and coordinating important organization-addressable resources that lie beyond the boundaries of the organization. Providers of key organization-addressable resources include materials and components suppliers, distributors, consultants, financial institutions and customers.〔 Third, competence must include an ability to manage the cognitive processes of an organization.〔 The requirement of deployment of resources - directing organizational resources to specific value-creating activities - addresses this dimension of competence. Organization’s managers are ultimately responsible for deciding the ways in which an organization will try to create value in its targeted product markets. Thus, achieving organizational competence poses a twofold cognitive challenge to managers. Managers must be able to ascertain and assure that an organization’s operations meet at least the minimum efficiency requirements needed to carry out the strategies of the organization, but they must also be able to define and select strategies that have the potential to create value in targeted markets when they are carried out efficiently. In other words, managers are responsible for both efficient and effective use of an organization’s resources.〔 Fourth, competence must include the ability to manage the holistic nature of an organization as an open system.〔 The requirement of goal achievement addresses the multiplicity of individual and institutional interests that intermingle in and are served through any organization. To lead an organization in achieving goals requires that managers be able to define organizational goals that promise a satisfactory level of goal achievement for all individual and institutional providers of the essential resources the organization needs. Thus, the definition of organizational competence recognizes the existence of multiple stakeholders and the importance of meeting the expectations of all providers of essential resources in sustaining the value-creating processes of an organization.〔 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Competence-based management」の詳細全文を読む スポンサード リンク
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