Four pure competence strategies (Hansson)

(HR framework) Hansson has created a matrix of how an organization should be run based on the way they view employees and their view on business development. Employees can either be regarded as actors, co-creators of the final product, or as recipients, whose tasks are defined by management. Regarding employees as actors is in line with theory Y, as employees are internally motivated, while the recipient-perspective suggests employees need to be externally motivated to perform (theory X). A company which is customer-driven has the ultimate goal of fulfilling the needs of their customers adequately, for example McDonald's. For obvious reasons, this coincides much with machine bureaucracy. A company which is competence-driven reflects on what it can develop in its delivery in order to create new markets. The difference between customer-driven and competence-driven business development can be said to be that customer-driven tries to supply current demand, while competence-driven tries to create new demand. Moulding: Employees are recipients and business development is customer-driven. They are adapted to a certain strategy and task, the company's focus is on economies of scale. Moulding does not work in turbulent environments where adaptability is key. (theory X) Buying: Recipients and competence-driven. Companies recruit specific people for specific roles, which are usually more complex. Over the last 20 years, companies have become smaller, with much of their work outsourced to consultants, and example of buying. (theory X) Matching: Customer-driven, employees are actors. A combination of satisfying customer needs and taking into account the ambitions of the employees. Create close bond between employees, customers, and management. Matching corresponds to Zappos view of employees and business development. Challenging: The pure competence strategy which is most in line with the HR framework. The employees are the most fundamental part of the business, co-creators.