126 Towards the acquisition of strategic competence in translator training […]
Hikma 22(1) (2023), 123 - 141
Hewson and Martin, 1991; Neubert and Shreve, 1992; Campbell, 1998;
Vienne, 2000; PACTE, 2000, 2008, 2011; González-Davies and Scott-
Tennent, 2005), translational skill (Lowe, 1987), translator competence (Bell,
1991; Kiraly, 1995, 2000, 2013; Kelly, 2000, 2005; Risku et al., 2010; Hansen,
2013), translational competence (Pym, 1992; Neubert, 1994), components of
translation expertise (Gile, 1995[2009]), translator abilities (Hatim and Mason,
1997). However, despite the diversity of denominations, there is a certain
consensus regarding what the concept encompasses, in terms of its content,
but not in terms of its acquisition (Marco, 2004; Hurtado, 2001[2011]; Kiraly,
2013).
Throughout this research, TC is defined as "the set of abilities, skills,
knowledge, and attitudes necessary to translate, for which it is essential to
develop the ability to recognize translation problems and the strategies to
solve these problems” (Gregorio Cano, 2014). TC development should form a
fundamental part of translator education programs (Kiraly et al., 2018, p. 21).
TC is broken down into a series of components (sub-competences or
competences) that are interrelated, which may overlap and develop at
different speeds for different trainees (Way, 2022, p. 88), where SC acts as
the backbone of TC (Kelly, 1999, 2002, 2005, 2007; PACTE, 2000, 2001a,
2001b, 2003, 2007).
1.1. Strategic competence
After an exhaustive review of translation competence models (for an
overview see Göpferich 2019), in this proposal the models taken as reference
are PACTE (1998, 2000, 2001a, 2001b, 2003, 2007) and Kelly (1999, 2002,
2005, 2007) because they are, in our opinion, the most complete. They include
the strategic component as a regulatory agent of the other competences that
come into play in the translation process. Throughout the review of TC
models, despite the terminological variety, various authors include SC among
the components of TC, namely: strategic competence (PACTE, 1998, 2000,
2001a, 2001b, 2003, 2007; Kelly, 1999, 2002, 2005, 2007; Göpferich, 2007,
2009), transfer competence (Hewson and Martin, 1991; Hansen, 1997;
Neubert, 2000; González-Davies, 2004), translation competence (Neubert,
2000), strategic transfer competence (Katan, 2008), problem-solving ability
(Presas, 1996, 1998, 2008), or problem-solving competence (Herold, 2010).
For this research, Kelly’s (2002) definition of SC is adopted, namely:
“[that which] comprises all the procedures that are applied to the organization
and performance of work, to the identification and solving of problems, and
self-assessment and revision” (Kelly, 2002, p. 15).
The strategic sub-competence (Hurtado, 2001[2011], pp. 396-397)
encompasses operational knowledge to guarantee the effectiveness of the