A situationalist perspective to competency management
质疑能力是普遍适用的传统观点，提出能力是情境依赖的，并通过意大利一家大型组织的实地研究，展示了情境主义方法如何更好地应对参与式管理和新兴能力等挑战。
Abstract The dominant view in managerial practice assumes that competencies are “universal” constructs whose meaning is independent from any specific context. The “universalist” approach ensures a high degree of efficiency through standardization of competency codebooks. However, the effectiveness of this approach has often been questioned. Overgeneralization makes the description of competencies ambiguous and does not provide HR managers with adequate practical information. An alternative, “situationalist” approach defines competencies as situated, idiosyncratic constructs whose meaning is deeply influenced by organizational culture and by the unique way people make sense of their jobs. We propose a methodological approach to competency management based on a situationalist perspective. Through a field study carried out in a large Italian organization, we discuss the issues relevant to consider when developing competency‐management systems though a situationalist approach. In particular, we show that the situationalist approach, by ensuring higher attention to the meaning and to the situated nature of competencies, is more capable of dealing with some of the critical management challenges outlined in the recent literature, such as the demand for more participative approaches and the increasing emphasis on emerging competencies. © 2006 Wiley Periodicals, Inc.