Integration and Application of Business Graduate and Business Leader Competency-Models

This article analyses the visions, careers, and companies of Jack Ma of Alibaba and Geng Le of Blue City. Jack Ma is a well-known business leader and visionary, whereas the less well-known Geng Le only began to receive more attention since launching a successful gay dating app in 2012. The article focuses on the personal narratives and visions of these two IT entrepreneurs. It provides new perspectives on the role of individual entrepreneurs in relation to the Chinese state’s global ambitions and vision of creating a “strong internet country.” It argues that the commercialisation and platformisation of the Chinese internet, and the growing transnational nature of Chinese IT companies, serve to make them more, not less, co-dependent of the state and its visions. The internet’s emancipatory potential is today increasingly conflated with consumption, and online spaces and social relations are subject to both commodification and datafication.

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HR business partner competency models: re-contextualising effectiveness

Human Resource Management Journal ◽

10.1111/j.1748-8583.2008.00071.x ◽

2008 ◽

Vol 18 (3) ◽

pp. 275-294 ◽

Cited By ~ 53

Author(s):

Raymond Caldwell

Keyword(s):

Business Partner ◽

Competency Models

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Why Paul Nathan Attacked Albert Ballin: The Transatlantic Mass Migration and the Privatization of Prussia's Eastern Border Inspection, 1886–1914

Central European History ◽

10.1017/s0008938909991336 ◽

2010 ◽

Vol 43 (1) ◽

pp. 47-83 ◽

Cited By ~ 3

Author(s):

Tobias Brinkmann

Keyword(s):

Turn Of The Century ◽

Business Leaders ◽

Global Markets ◽

Director General ◽

Business Leader ◽

Economic Sector ◽

Mass Migration ◽

Eastern Border ◽

Successful Business ◽

The Impact

Albert Ballin was one of Imperial Germany's most successful business leaders. He early recognized the impact and possibilities of the expansion and integration of global markets. Within little more than a decade after he had joined the management of the Hamburg-Amerikanische-Paketfahrt-Aktien-Gesellschaft (HAPAG) in 1886, he turned an already significant enterprise into the world's largest steamship line. As a leading manager and later as HAPAG director general, Ballin was a major force behind Hamburg's rise to Imperial Germany's second largest city. Due in no small part to HAPAG's spectacular growth, Hamburg emerged as a key global port for passengers and freight by the turn of the century. But Ballin was not just a gifted business leader in a highly innovative economic sector; he also had access to some of the highest figures in Berlin. Ballin repeatedly met with the Kaiser and government members, and he used his long-standing contacts in England on several diplomatic missions to ease rising tensions between the two powers, albeit without lasting success.

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The Perilous Business Leader

Behind the Executive Door ◽

10.1007/978-1-4614-0376-0_3 ◽

2011 ◽

pp. 39-51

Author(s):

Karol M. Wasylyshyn

Keyword(s):

Business Leader

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Identification and Development of Key Talents through Competency Modelling in Agriculture Companies

Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis ◽

10.11118/actaun201664041409 ◽

2016 ◽

Vol 64 (4) ◽

pp. 1409-1419 ◽

Cited By ~ 2

Author(s):

Lucie Vnoučková ◽

Hana Urbancová ◽

Helena Smolová

Keyword(s):

Leadership Development ◽

Team Development ◽

Management Support ◽

Key Factors ◽

Strategic Development ◽

Primary Sector ◽

Five Factors ◽

Competency Models ◽

Inclusive Approach ◽

The Given

The necessity of identification of key talents in company is known in all sectors of economy. Therefore the aim of the paper is based on competency analysis to define key factors leading to talent identification and internalization through competency modelling. Paper characterizes areas of necessary competencies on specific job positions in companies. Their targeting on employee and teams in talent management is revealed. The objective is based on analysis of primary survey conducted on 101 agriculture companies. The data were obtained through manager surveys for which a single manager represented the given company. One-dimensional and multi-dimensional statistics were used to evaluate the data. Based on statistical analyses of required competencies five factors characterizing area of key employee and team development were identified. Those factors are inclusive approach, management support, strategic development, leadership development and integrity. The resultant factors create competency models usable in specified job positions. Limits of the paper is narrow focus on primary sector companies. The results may help surveyed companies in primary sector to set required and necessary competencies for specific areas to identify and develop employees, talents and teams.

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Proposals for Aligning Disaster Health Competency Models

Disaster Medicine and Public Health Preparedness ◽

10.1017/dmp.2013.19 ◽

2013 ◽

Vol 7 (1) ◽

pp. 8-12 ◽

Cited By ~ 6

Author(s):

Kenneth W. Schor ◽

Brian A. Altman

Keyword(s):

Public Health ◽

Workforce Development ◽

Building Blocks ◽

Competency Model ◽

Just In Time ◽

Daily Routine ◽

Test And Evaluation ◽

Competency Models ◽

Response And Recovery ◽

Model Alignment

AbstractTo standardize the key building blocks of disaster health competency models (content, structure, and process), we recommend a reinterpretation of the research, development, test, and evaluation construct (RDT&E) as a novel organizing framework for creating and presenting disaster health competency models. This approach seeks to foster national alignment of disaster health competencies. For scope and completeness, model developers should consider the need and identify appropriate content in at least 4 broad areas: disaster-type domain, systems domain, clinical domain, and public health domain. The whole disaster health competency model should reflect the challenges of the disaster setting to acknowledge the realities of disaster health practice and to shape the education and workforce development flowing from the model. Additional issues for consideration are whether competency models should address response and recovery just-in-time learning and whether the concept of “daily routine doctrine” can contribute to disaster health competency models. The recommendations seek to establish a strategic reference point for disaster competency model alignment within the health workforce.(Disaster Med Public Health Preparedness. 2013;7:8-12)

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