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 the role of resources, stakeholders, and
organizational renewal in 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 are grouped under the three themes
stated in the title of the volume. Part I includes papers that
address a range of conceptual and practical questions about the
role of both firm-specific and firm-addressable resources in an
organization's competence building and leveraging, as well as
issues in effectively managing a dynamic resource base. The papers
in Part II investigate the management of stakeholders who provide
the critical resources and capabilities a competent organization
requires. Part III includes papers that focus on processes of
organizational renewal, with an emphasis on the roles of key
resources and stakeholders in contributing to renewal.
General
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