Guest Editors’ Note

Document Type

Article

Journal/Book Title

Human Resource Management

Volume

45

Issue

3

Publisher

Wiley-Blackwell

First Page

291

Last Page

294

Publication Date

8-21-2006

Abstract

The construct of individual competence has formed much grist for both academic and practitioner publication mills over the last 20 years. In spite of- or perhaps because of- the common use of the term in everyday work and life, competence, on one hand, receives widespread application in practical situations, and on the other has been criticized by both academics and practitioners as vague, fuzzy and inappropriate. Couple this with the emergence in the same period of a view of strategy that finds the source of competitive advantage in organizational competencies, and it is not surprising that muddy waters are not becoming clearer.

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