Management Competence Model
Based on the extensive literature review of the last chapter, we will use this chapter to present our model. In section 3.1, we will start with the description of the base model. In section 3.2, we will then continue with the description of the dimensions of the base model in more detail. We will finally conclude in section 3.3 the base model with the links between management practices and operational and business performance. In section 3.4, we will summarize the chapter with the setup of hypotheses and the distinction of the base model according to the samples taking into account market concerns. In our model description, we will use a similar chapter structure as in the last chapter, i.e., we will start with classical resources, continue with resource management and conclude with competitive priorities and additional performance indicators. This chapter will however not yet deliver the operationalization of the constructs we will test. We will only present a conceptualization of the model. Nevertheless, for presentation purposes only, we will start with a description of the model. The content of the different constructs will however be discussed in the chapter five, empirical results.
KeywordsSupply Chain Resource Management Knowledge Management Operational Performance Business Performance
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- 50.Adler is however rather concerned with the degree of formalization than with the type of formalization. Adler defines the degree of formalization as a degree of bureaucracy which should depend on the routine or the degree of routine of tasks. The degree of formalization (which is on the vertical side of the matrix) is defined as being either enabling or coercive depending on the degree of goal congruence on which we focus in our study.Google Scholar
- 51.This result does not only make perfect sense, it is also consistent to current literature. For completeness reasons, we have to mention however that this only partly resembles the original design of the questionnaire. We will later see that one item of customer system integration logically and statistically rather belongs to ‘actual’ customer integration.Google Scholar
- 52.Even though Jayaram et al. (1999) are probably right in pointing out that the competitive priorities of manufacturing strategy could be furthermore structured into subdimensions (which can always be done), we will focus on the classical construct.Google Scholar