Abstract
The collective competence is viewed as the ability of a group of individuals acting collectively towards a common goal. It is more than the sum of the individual competences, and its management asks for breaking barriers of segmented views and for understanding the importance of managing the interconnections. This study aims to identify the presence of a collective competence in the Brazilian Wine Industry. For this purpose, we collected and analyzed data through case study method, content analysis and systems thinking tools. We analyzed the data according to four elements: sensemaking, interactive action, know-how to communicate and know-how to cooperate. The systemic structure that resulted from the case analysis shows no well-established collective competence and the results show a lack of elements such as, cooperation, communication and pre-disposition to share knowledge and competences. This presents a situation similar to the archetype named “accidental adversaries” that is characterized by some unconnected elements. These elements may address the emergence of a collective competence. DOI: 10.5901/mjss.2016.v7n5p105
Highlights
In the field of collective competences, the recognition of both theoretical and empirical gaps is a key topic for new studies in the area (Bitencourt, 2009; Ruas et al, 2005; Sandberg, 2000)
This study provides an empirical contribution on the theme of collective competence in the food SMEs context; it investigates elements that contribute to the emergence of a collective competence in a local production organization, such as the Brazilian wine industry
It is more than the sum of the individual competences, as it relates the synergy among these competences and the social interactions within the enabled group (Zarifian, 2001)
Summary
In the field of collective competences, the recognition of both theoretical and empirical gaps is a key topic for new studies in the area (Bitencourt, 2009; Ruas et al, 2005; Sandberg, 2000). This study provides an empirical contribution on the theme of collective competence in the food SMEs context; it investigates elements that contribute to the emergence of a collective competence in a local production organization, such as the Brazilian wine industry. Both the coordination and the organization of different knowledge and viewpoints within collective projects between different organizations (Frohm, 2002), e.g. in the food SMEs context, represent a big challenge (Colurcio et al, 2012; Deiters and Schiefer, 2012). The management of collective competencies asks for breaking barriers of segmented views and for understanding the importance of managing the interconnections To this end, the ability to manage the systemic nature of organizations and their interactions with others is essential. The final section discusses the findings and concludes on the insights gained from this study
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