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There are other important abilities, which are described in this chapter. Organisational ability is considered to consist of, and thus depend on, the following parts: • • • • individual knowledge; intersubjective institutionalised knowledge; artefact functionality; linguistic and pictorial descriptions of abilities. Organisational ability is what makes the organisation able to create value by action for its clients or customers . 2 Knowledge and Artefacts A competent act is an act based on adequate knowledge.
Linguistic descriptions often constitute a necessary external memory for the institutionalised knowledge . People can be reminded of what kind of actions to perform, and the norms and principles for their execution. 1. This model also describes the relations to organisational action. The kind of action performed has been characterised based on a certain type of ability. In many situations the actions performed are based on several parts of organisational ability. For example, assume a situation where a market assistant is handling a customer order and creates an order confirmation with the support of an interactive computer-based system.
In this chapter the notion of organisational ability has been defined. This ability consists of four principal constituents, which exist on different ontological levels (Goldkuhl, 1999): • • • • subjective level: individual knowledge intersubjective level: institutionalised knowledge technical level: artefact functionality semiotic level: linguistic and pictorial descriptions. It is important that there is enough harmony and congruence between the different abilities. Too much mismatch and conflict can have severe negative consequences for organisational performance.