The needs of major innovation and competitive creativity, showed today by the firms in order to motivate their intellectual capital and to face the challenge of the internal and external complexity as regards market, business, technology and human resource management, imply the need of a continuous training and education. Besides they imply the need of a professional up to date of the staff beginning from the top management. This is called to participate in classroom training courses, but also in sailing and cooking training courses. Those training paths may focus the learning of new leadership techniques, team building and management of unforeseen events and changes. Or they may focus the reorganisation of human resource, how to face decisions about investment and internationalization of the firm, to better understand and draw up a budget, to learn new means of communication and marketing. These courses are organized by associations, business schools, centres, consulting societies, foundations, institutions, schools and universities that offer specialized and managerial training activities, increasingly opened to the problems of the today society. Recently added to these realities we can find the spread of the corporate university. These are institutions of business training (about twenty in Italy, more widespread abroad), opened to employees and other member of the team, but also to clients, suppliers and external managers. Contrary to the progressive externalisation of these services, some firms, above all corporate firms, decided to follow an opposite direction. That is to bring back inside the firm the various training services realizing in this way the integration, under one society, of all the steps related to the “circle of knowledge”; from the guidance to the research and personnel selection, until the post-employment training and in general of all those initiatives aimed to spread and develop both business culture and the sense of firm belonging. The knowledge and the competence of the persons and an organisation that is able to create a knowledge system and put it into innovative processes, services and behaviours, are a key factor of competitive advantage of a firm. On the ground of an analysis of literature and an empirical analysis on Lidl Italia, this work intends to ask itself on the reasons why businesses find useful and convenient to develop internal managerial training path, deeping the thinking on their efficacy to the purpose of a global competitiveness, faced even more with intangible assets.
Corporate University and Company's Competitiveness: the case of Lidl Italia
CASTELLANI, Paola
2008-01-01
Abstract
The needs of major innovation and competitive creativity, showed today by the firms in order to motivate their intellectual capital and to face the challenge of the internal and external complexity as regards market, business, technology and human resource management, imply the need of a continuous training and education. Besides they imply the need of a professional up to date of the staff beginning from the top management. This is called to participate in classroom training courses, but also in sailing and cooking training courses. Those training paths may focus the learning of new leadership techniques, team building and management of unforeseen events and changes. Or they may focus the reorganisation of human resource, how to face decisions about investment and internationalization of the firm, to better understand and draw up a budget, to learn new means of communication and marketing. These courses are organized by associations, business schools, centres, consulting societies, foundations, institutions, schools and universities that offer specialized and managerial training activities, increasingly opened to the problems of the today society. Recently added to these realities we can find the spread of the corporate university. These are institutions of business training (about twenty in Italy, more widespread abroad), opened to employees and other member of the team, but also to clients, suppliers and external managers. Contrary to the progressive externalisation of these services, some firms, above all corporate firms, decided to follow an opposite direction. That is to bring back inside the firm the various training services realizing in this way the integration, under one society, of all the steps related to the “circle of knowledge”; from the guidance to the research and personnel selection, until the post-employment training and in general of all those initiatives aimed to spread and develop both business culture and the sense of firm belonging. The knowledge and the competence of the persons and an organisation that is able to create a knowledge system and put it into innovative processes, services and behaviours, are a key factor of competitive advantage of a firm. On the ground of an analysis of literature and an empirical analysis on Lidl Italia, this work intends to ask itself on the reasons why businesses find useful and convenient to develop internal managerial training path, deeping the thinking on their efficacy to the purpose of a global competitiveness, faced even more with intangible assets.
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