The competence-based perspective on strategy and management emerged
in the 1990s as a new approach to developing strategy and
management theory and practice. In the past decade, the focus on
organizational competences -- and the resources, capabilities, and
processes that create competences -- has provided a highly
productive "broad church" for theory development, research, and
practice in both strategic and general management.
Authored by a multidisciplinary group of scholars and
practitioners working within the competence perspective, the papers
in this volume contribute to developing a better theoretical and
practical understanding of interfirm interactions that
significantly affect an organization's competences. The papers
present both theoretical developments and empirical research based
on a variety of case studies and other research in diverse
industrial and geographical contexts.
The papers in this volume develop three themes. Part I includes
papers that address the key issues of managing activities in an
organization's competence building and leveraging processes that
span the boundaries of two organizations. The papers in Part II
investigate the role of networks and strategic alliances in
competence building and leveraging processes. Part III presents
papers that investigate competitive interactions between firms in
their competence leveraging activities.
General
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