ROLE OR POSITION: TOWARDS RECONSIDERING CONCEPT IN MANAGEMENT THEORY AND PRACTICE

Abstract

The article explores the conceptual evolution of the term “role” in sociology, psychology and management, focusing on the need to move beyond the traditional understanding of “position” as a static organizational unit. The study considers the increasing complexity and flexibility required in modern organizational environments, recognizing that formal structures based on positions often do not take into account the multifunctionality and value-oriented interaction of modern teams. The main goal is to conduct a comprehensive theoretical analysis and justify the advantages of a role approach in organizational management compared to the administrative model of rigid positions. This study is based on an interdisciplinary literature review, comparative analysis and modeling of organizational documents. Analytical methods were used to structure the evolution of the term “role” and its distinction from “position”, as well as to identify organizational documents that support flexible management practices. The study included a synthesis of role definitions, a content analysis of management and HR practices, and the development of a practical framework for structuring role profiles in organizations. The results highlight the clear distinctions between the concepts of “role” and “position”, demonstrating that a role is an integrated element of organizational design that combines outcomes, sets of competencies, functions, behavioral expectations, and areas of responsibility aligned with organizational needs and value creation. The article outlines the theoretical foundations and offers practical recommendations for implementing role profiles in human capital management and marketing, emphasizing how these profiles can increase adaptability, employee engagement, and process optimization. A detailed structure of a role profile is proposed, including mission, product, responsibility, key performance indicators, communication standards, and required competencies for each role. The practical significance of the article is to offer organizations clear models and tools for the transition to flexible, value-oriented and collaborative management systems that are able to respond to the changing challenges of digital transformation, dehierarchization and the growing importance of cross-functional and self-managed teams. The study provides recommendations for practitioners on the design of adaptive organizational documents that promote flexibility and sustainable success of the organization. The presented results can be applied to a wide range of areas and industries and are the basis for future empirical research on the implementation of a role approach in the management of organizations operating in dynamic business environments.