The development of an instructional design model as a strategic enabler for sustainable competitive advantage

L Le Roux,H Oosthuizen

doi:10.4102/sajbm.v41i1.511

L Le Roux, H Oosthuizen

Open Access

https://doi.org/10.4102/sajbm.v41i1.511

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Abstract

In a business environment of continuous change and in light of a defined need to fast track skills improvement and development in South Africa and Africa, training strategies and practices are under increasing pressure to develop a more productive and skilled workforce. Demands on training and the practices it employs increasingly focus on the alignment with strategic imperatives of organisations and the country.This research presented an instructional design (ID) model positioned in intersection between the positioning-based and resource-based theories and used a multi-disciplinary approach to extend the literature on ID models with the aim to offer measurable improvements in job-specific knowledge and productive behaviour as proxies for sustainable competitive advantage. The research confirmed the contribution of the ID model in this regard and described and substantiated the pivotal link between training and ID models and the application thereof in practice to aid organisations and, by extension, countries, in the achievement and sustainability of competitive advantage. This, the first of two articles, presents not only the theoretical and practical context of the research, but also the development of a revised and advanced ID model. In the second article the ID model will be subjected to empirical investigation and evaluated through the application thereof in a case organisation and a grounded conclusion provided.This is the first in a series of two articles.

Highlights

Over the last two to three decades, organisations increasingly operate in a time of rapid, all pervasive, continuous change that places new demands on organisations and the business-level strategies they develop and employ to remain in business and perform and prosper
The context for the research was defined as being situated in the volatile and changing external and internal environments that organisations operate in that demand pertinent and relevant job-specific knowledge and productive behaviour from the workforce that will contribute to superior organisational performance
Especially intangible resources vested in human capital are, when using the RBV as theoretical home, a key source to provide the organisation with valuable, rare and inimitable dynamic capabilities, which provide the input to organisational core and distinctive competencies

Summary

Introduction

Over the last two to three decades, organisations increasingly operate in a time of rapid, all pervasive, continuous change that places new demands on organisations and the business-level strategies they develop and employ to remain in business and perform and prosper. Fundamental to strategic thinking and management is how organisations can, through ongoing superior organisational performance, achieve and sustain competitive advantage (SCA). Achieving and sustaining competitive advantage is pertinent to organisations, and to countries and the global nature in which they compete. The World Economic Forum (WEC), (2006, Chapter 1.1) highlights the important relationship between organisational operations and strategy, and the improvement of productivity and the relative competitiveness of the country. A stronger culture of training will be important for Africa as it continues on its path of development”. In terms of South Africa, “this year’s ranking for higher education and training shows a drop to 57th place from 47th last year” (2007:20)

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