The overall purpose of the study is to analyse and to create an understanding of the phenomenon of organisational competence in conjunction with the introduction of information technology (IT) or other competence raising measures where IT plays an important part. Comparative case studies have been chosen as the method and three different organisations have been investigated. The analysis and conclusions are based on a qualitative method inspired by Strauss and Corbin.

The contribution to research from this study is as follows:In addition to technical and social competence the concept of awareness is introduced, which relates both of these concepts to the environment. Without awareness or insight into the competence which is required, or where and when it is required, the organisation is unable to utilise its total competence in a suitable manner. Further dimensions, both visible and invisible, are required in order to make a more penetrating analysis of the phenomenon of organisational competence.

Two new concepts, core competence and peripheral competence are introduced. Core competence has a direct bearing on the core activity of the organisation. It is established in the study that organisational competence is developed when the investment relates to this core competence.

There are a number of dimensions in an organisation which are extremely important if an investment in organisational competence is to succeed. These include cooperation among different employee groups, management support which legitimises the investment and the attitudes of the individual managers and employees. The size of the organisation is also important; it is primarily the small organisations which are successful. The financial circumstances of the organisation are of course important, but to a lesser extent than expected. Investments in organisational competence, as long as they refer to core competences, take place whether or not external financing is available.

The study shows clearly that investment in IT should not be regarded as a goal in itself. In the successful investments, it is apparent that IT is only one of the means available and that it should be regarded as an integral part of a greater whole.

For organisational learning to take place and for changes in organisational competence to be attained, it is essential that the organisation regards and classifies IT as part of its core competence.