MANAGING COMPETENCE - DEVALUED KNOW-HOW A ND HIDDEN POWER

This critical study of the consequences of firms' widely using the not ions of ''competence'' and, correlatively, of responsibility, recognit ion of know-how, individualization, transferability and flexibility sh ows that the appeal to competence favors cross-cutting functions over occupations, occupational known-how and job contents. It casts doubt o n the model of job qualifications that studies have long taken to be a litmus test for social relations. Using this notion actually reinforc es domination. Supposedly imposed to help firms adjust more rapidly, t he rationale underlying competence tends to destroy existing sociabili ty between wage-earners while, at the same time, evoking the illusion of a consensus between differentiated, competing individuals.