Building organisational capability

Gill, Leanne Margaret (2006) Building organisational capability. PhD thesis, Queensland University of Technology.

Abstract

Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC).

This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability.

Three research questions emerge from the literature and the Model:

*How do organisations define their Strategic Intent Domain?

*How can organisations define their Core OCs?

*How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers?

These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.

Impact and interest:

Citation counts are sourced monthly from Scopus and Web of Science® citation databases.

These databases contain citations from different subsets of available publications and different time periods and thus the citation count from each is usually different. Some works are not in either database and no count is displayed. Scopus includes citations from articles published in 1996 onwards, and Web of Science® generally from 1980 onwards.

Citations counts from the Google Scholar™ indexing service can be viewed at the linked Google Scholar™ search.

Full-text downloads:

10,082 since deposited on 03 Dec 2008
1,713 in the past twelve months

Full-text downloads displays the total number of times this work’s files (e.g., a PDF) have been downloaded from QUT ePrints as well as the number of downloads in the previous 365 days. The count includes downloads for all files if a work has more than one.

ID Code: 16234
Item Type: QUT Thesis (PhD)
Supervisor: Delahaye, Brian & Fox, Patricia
Keywords: organisational capability, strategic human resource management, resource-based theory of the firm, participatory action research, case study, university
Divisions: Current > Research Centres > Office of Education Research
Current > QUT Faculties and Divisions > Faculty of Education
Department: Faculty of Education
Institution: Queensland University of Technology
Copyright Owner: Copyright Leanne Margaret Gill
Deposited On: 03 Dec 2008 03:59
Last Modified: 28 Oct 2011 19:45

Export: EndNote | Dublin Core | BibTeX

Repository Staff Only: item control page