Organizational Mental Map and Conative Competences

The Nature and Accumulation of Organizational Competences/Capabilities

This paper addresses the nature of corporate organizations, their “competences” and “capabilities” and their learning patterns. The analysis is undertaken at different levels of observations – ranging from firm-level studies of the patterns of technological and organizational change all the way to broad cross-national comparisons.1 The analysis of the nature of corporate organizations, their “c...

Anticipating Organizational Competences for Development through the Disclosing of Ignorance

Organizations pursuing development of their competences must balance the pursuit of mastery in the present against the potential of innovations that may enable success in the future. In the present, key competences can be identified as work practices essential to the satisfaction of customers and other stakeholders. These competences may be improved incrementally, and/or more widely disseminate...

An organizational framework for the psychological individual dierences: Integrating the aective, cognitive, and conative domains

Measurement and the mental map

In order to test between subtractive and ratio theories of stimulus comparison, judges were asked to estimate "ratios" and "differences" of easterliness and westerliness of U.S. cities. "Difference" judgments fit the subtractive model, and "ratio" judgments fit the ratio model. However, "ratios" and "differences" were monotonically related, contrary to the theory that judges compute both relati...

The Role of Organizational Competences in the Evolution of Business Models

This paper presents the use of a conceptual framework designed for the management of organizational competences to contribute to the evolution of the business model of an enterprise. The framework, developed based on a detailed review of the history of the car manufacturer Toyota, was used for a Delphi study and an action-research applied in the furniture industry. The results suggest that it i...