The Architecture of Key Competence - Analysis of Selected Models

Abstract

The issue of competence, including key competencies, is widely discussed in both the scientific community as well as in practice. It is an excellent, modern and innovative tool of the competitive struggle whilst it also affects the corporate strategy in all areas of its operation. In market competition it capitalizes on the basic strengths of the organization which are characterized by uniqueness, rareness, value and the impossibility of imitation. Despite the importance and wide practical application of the idea of key competences in literature there is no single, homogeneous concept that would explain all the complexities, problems and procedures for their identification. In scientific discourse it is impossible to find many references to assumptions on the philosophy of the basic strengths of the organization. They also fall within the areas of interest of many scientific disciplines such as psychology, social science, organizational theory, organizational behaviour and strategic management. From the point of view of the company there are particularly relevant models and different kinds of patterns that allow a visualization and simplification of a complex reality into a clear and transparent canon which can be used in priority areas of the company activities. The models presented in the literature focus on different aspects, issues and perspectives, ranging from hierarchical approaches through resource and capital and ending with the complex relationships involving all stakeholders cooperating within the network. Starting from these assumptions the purpose of the article is a discussion of the selected models of key competences. The authors believe that the discussion of the assumptions and framework of selected models will contribute to greater transparency in the idea of core competencies and hence increase the possibility of its use in practice.