The differing faces of managerial competency in Britain and America

De Montfort University Open Research Archive

Show simple item record Cheng, M. en Dainty, A. R. J. en Moore, D. R. en 2012-10-25T08:49:41Z 2012-10-25T08:49:41Z 2003
dc.identifier.citation Cheng, M., Dainty, A.R.J. and Moore, D.R (2003) The differing faces of managerial competency in Britain and America. Journal of Management Development, 22 (6), pp. 527 - 537 en
dc.identifier.issn 0262-1711
dc.description.abstract Research on managerial competence has been narrowly focused and confusing in its terminology. In particular, a disparity has emerged between the definitions and assessments of competence developed in the USA and the approaches adopted in the UK. In this paper it is argued that each perspective is incomplete and therefore lacking as a comprehensive frame for understanding both managerial competence and the management of performance. Furthermore, they have failed to deal with issues of the dynamic environment and the widely different contexts for managerial performance, particularly with regard to identifiable cultural differences. This paper aims to paint a more complete picture of “competence” by subjecting it to conceptual analysis. An examination of its contemporary use identifies both conceptual and practical flaws. Accordingly, an alternative approach is posited which places emphasis on those issues critical to achieving desired enhancements in management performance. en
dc.description.sponsorship EPSRC en
dc.language.iso en en
dc.publisher Emerald en
dc.subject competences en
dc.subject management development en
dc.subject assessment en
dc.subject United Kingdom en
dc.subject USA en
dc.title The differing faces of managerial competency in Britain and America en
dc.type Article en
dc.peerreviewed Yes en

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