Careers and Abilities of Next-Generation Executive Candidates.  

Oleh:

Uchida, Yasuhiko

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 7 no. 4 (2010), page 23-44.
Topik: Careers; Abilities; Next-Generation Executive Candidates.

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Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ134.7 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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This study was conducted in order to answer two questions on fostering nextgeneration executive candidates. The first is whether there are specific abilities that are required of business executives that are not envisioned in intellectual skills theory, such as comprehensive judgment (Inoki 2002), and, if such abilities are indeed required, what they are and how they are learned. The second is whether, in fostering next-generation executive candidates, specialists are being developed by having them go through a wide range of careers as indicated by intellectual skills theory, generalists are being fostered by having them experience various non-complementary cross-functional jobs, or both. The study was conducted by interviewing 22 next-generation executive candidates of A Corporation, an electronics manufacturer. As a result, it was found that while A Corporation focused on the development of specialists through both broad and narrow ranges of careers, it allowed for the acquisition of non-function-specific abilities including “organizational operation,” “corporate structure,” “corporate strengths and weaknesses” and “trust and networks,” all of which are required of executive candidates. Furthermore, there were indications that these abilities are cultivated through analogical learning based on comparisons triggered by the recognition of differences in business operations as a result of internal transfers not taken into account in intellectual skills theory. This led to the hypothesis that a broad career system involves multiple learning, encompassing not only the capability to deal with function-specific uncertainties envisioned in intellectual skills theory, but also the non-function-specific abilities required of management that are acquired through analogical learning. The hypothesis further included the mechanism, as well as the significance, of multiple learning.

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