From Competence to Capability: Theoretical Insights into Managerial Competency Frameworks
Keywords:
dynamic capability, competency frameworks, theoretical framework, managerial educationAbstract
Managerial competency frameworks have long been the cornerstone of human resource development, yet the dynamic nature of the modern business environment necessitates a theoretical evolution from static competence to dynamic capability. This conceptual article argues that traditional competency models, often focused on predefined skills and behaviors, are insufficient for navigating volatile, uncertain, complex, and ambiguous (VUCA) contexts. Grounded in a synthesis of resource-based view theory, dynamic capabilities theory, and adult learning principles, the paper proposes an integrative theoretical framework that reconceptualizes managerial effectiveness. It posits that capability emerges from the synergistic application and adaptation of competencies within specific, often unpredictable, organizational and strategic contexts. The discussion delineates the theoretical distinctions between competence (possessing knowledge and skills) and capability (mobilizing and transforming competencies for strategic action), highlighting the critical role of contextual intelligence, learning agility, and reflective practice. By offering these theoretical insights, the article contributes to managerial education literature by providing a more robust foundation for designing adaptive development programs that foster not just competent managers, but capable leaders who can generate sustained organizational value. The implications suggest a shift towards capability-focused assessment and learning ecosystems.
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