Skills in the Light of Knowledge: New Learnings

Abstract

Purpose: This study aims to analyze competence as a multidimensional construct, demonstrating its dual nature: simultaneously as an instrument or construct of management and an expression of organizational culture. The central objective is to reinterpret competency-based management as an integrated system that influences behavior, organizational identity, and contemporary human resource management practices.

Methodology: The methodology adopted is exploratory and qualitative in nature, based on a critical and integrative literature review. Classic and contemporary authors who address: (i) the epistemological foundations of competence; (ii) the relationship between competence and organizational culture; (iii) the evolution of evaluation and development models; (iv) the impact of digital technologies and artificial intelligence on professional profiles were considered.

Results: The results indicate that competencies function as strategic assets that directly influence the competitiveness and sustainability of organizations. The study shows that: (i) competencies have a technical dimension, guiding planning, evaluation, and development processes; (ii) and a symbolic dimension, reflecting values, beliefs, and practices that shape organizational identity and culture. The research demonstrates that competence plays a dual role, structuring management practices while reinforcing the collective ethos.

Originality: The originality of the study lies in its integrative and holistic perspective, treating competence not as an isolated operational mechanism, but as a culturally rooted and strategically articulated system. The approach highlights the hybrid nature of competence and contributes to a broader understanding of its role in modern human resource management practices.

Keywords: Culture; Management; Organizations; Skills; Knowledge.

DOI: https://doi.org/10.58869/EJABM12(1)/04