Pierre-Yves Sanséau

Competencies for the “Technological Europe” of Tomorrow: A New Model and an Emerging Concept of Interorganizational Competence

This chapter aims to further our knowledge of competency management by looking at a new type of competence: inter-organizational competence. The need for a new concept arose from our research into the little-known links between two aspects of competence, collective competence and environmental competence. In this chapter we will analyze this link based on an empirical study carried out at an international semiconductor company. We will also explain how we came to identify a new type of competence: inter-organizational competence. We will begin by reviewing current ideas about collective competence and environmental competence. We will then outline the topic of our research, describe the context in which it was carried out, and explain the methodology used. We will then present the findings of our research, followed by analysis and discussion of a model of collective competence that includes an external – or, more accurately – inter-organizational – dimension and the emergence of a new concept: inter-organizational competence.

Perception of Pay Equity in Public Universities in Ghana: Effect on Individual Performance and Work Behavior

ABSTRACT Equity theory proposes that individuals perceiving inequity seek to restore equity through appropriate behavior. This research aimed to study the relationship between perceived pay equity and individual job performance among lecturers in public universities in Ghana. Using a survey of 313 lecturers, we found that employees’ perception of equity in the pay system is a significant factor in determining their job performance. Therefore, we recommend that managers attend to equity in the design and implementation of pay systems. Moreover, issues relating to the reward system should be carefully communicated to employees in order to prevent unnecessary perceptions of inequity.

The Leader–Member Relationship at the Core of Innovation Development: Member Perceptions, Positions, and Expectations

This chapter looks into the specific issue of managing leader-member exchange in the context of innovation development. Starting out on the basis of topic-centered literature content, we aimed to pinpoint the drivers and challenges involved in the leader–member relationship in innovation-oriented settings at a high-tech firm in the semiconductors industry. Our assertions are organized into three sections. Part one begins with a review of the innovation management literature before honing in on relational management as a factor of innovation success. Part two sets out the research problem, contours the context, and details the methodology employed. Part three presents our analysis of the results.