International journal of organizational analysis · 2013 · 59 citations · 32 references
ManagementHuman Resource ManagementStrategic ManagementCompetency ManagementCompetitive AdvantagePerformance MeasurementCompetency AssessmentCompetency DevelopmentCompetency ModelingCore CompetenciesOrganizational PerformanceSustained Competitive AdvantageCompetencyCompetency Model DesignCompetency Model DevelopmentCompetency Model ValidationCompetency Modeling MethodologyCompetency-based ModelData Envelopment AnalysisEfficiency
Existing competency models are reviewed and linked to competitive advantage, but the approach is limited when the number of competencies grows, as DEA becomes infeasible. The study aims to review existing competency models, develop a comprehensive performance‑linked competency model for sustaining competitive advantage, and validate it in an Indian textile organization. The authors operationalise competency, construct the model by analysing existing frameworks, and validate it empirically in an Indian textile firm using DEA, cross‑efficiency DEA, and rank‑order centroid methods. The model comprises a three‑phase systematic method—identification, scoring, and alignment with HR functions—that, when validated with DEA, cross‑efficiency DEA, and ROC, aligns individual performance and competencies, offering an efficient performance‑measurement tool that supports competitive advantage.
Abstract Purpose The aims of the article are to not only review existing competency models and offer a comprehensive performance-linked competency model towards sustaining competitive advantage, but also validate the proposed model in an Indian textile organisation. Design/methodology/approach The article operationalises the term "competency" and intends to develop a comprehensive performance-linked competency model after analysing the existing models with respect to competitive advantage; and the model has been validated empirically in an Indian textile company using data envelopment analysis (DEA), cross-efficiency DEA, and rank order centroid (ROC) methods. Findings It reveals that the comprehensive performance-linked competency model focuses on competency identification, competency scoring and aligning competency with other strategic HR functions in a three-phase systematic method which will subsequently help the organisation to sustain in the competition. It has further been shown how using DEA, cross-efficiency DEA and ROC, an organisation can align individual performances and their competencies in terms of efficiency. Research limitations/implications If the number of competencies get increased, DEA cannot be used. Practical implications This can be applied to industry for more efficient and effective performance measurement tool. Originality/value The paper enables organizations to systematically manage their employee competences to ensure high-performance level and competitive advantage.
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Firm Resources and Sustained Competitive Advantage
Jay B. Barney · Journal of Management · 1991 · 45.6K citations