This article discusses the impact of the air defense core competences on the effectiveness of the decision-making process. Its theoretical framework includes Simon's studies on the decision-making process (1970; 1987), Gramigna's model of competences by industry (2002), and an empirical study based on interviews, document analysis, observations, and a questionnaire distributed to 21 officers from the Integrated Air Defense and Traffic Control Center (Cindacta). The data collected was analyzed through factorial analysis and multiple linear regression. The findings contribute to the organization of training programs that focus on the development of specific individual skills that influence the organization's core competences. They can also be used by military staff to support decisions on personnel allocation and team building, in order to link human resources practices to organizational strategy.
Military organization; decision-making process; competences
