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Describes the development of a competency model for middle‐senior managers in a large fashion retailing company, to encourage them to act more strategically. Discusses the relative benefits of researching a custom‐made model against using or adapting a generic model. Describes how the model has been used in the company for training and development. Evaluates the model against a critical view of management competencies.
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Boak et al. (2001) studied this question.
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