Mechanisms for managing competencies in project-based organizations: an integrative multilevel analysis

This paper focuses on examining the mechanisms used to manage competencies in Project Based Organizations (PBOs). We define project management competence (PMC) mechanisms as those used to identify and develop competencies of individuals, groups and organizations that will aid in the performance of project tasks. Based on a multiple case study within four PBOs operating in different sectors (IBM, Hewlett-Packard, Arkopharma and Temex), our results detail the three conceptual dimensions of PMC mechanisms (knowledge management, human resource management and strategy), and emphasize the links between these mechanisms and the three levels of PMC (individual, collective and organizational). We thus develop an integrative multilevel analysis of mechanisms for managing competencies in PBOs. This holistic insight does not exist in the literature and, for researchers and managers, fills an important gap to improve understanding of competence management in PBOs.

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