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Competence Building and Leveraging in Interorganizational Relations (Hardcover)
Loot Price: R3,699
Discovery Miles 36 990
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Competence Building and Leveraging in Interorganizational Relations (Hardcover)
Series: Advances in Applied Business Strategy
Expected to ship within 10 - 15 working days
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Total price: R3,719
Discovery Miles: 37 190
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The competence-based perspective on strategy and management offers
an integrative approach to strategy and management theory,
research, and practice. Nearly two decades of research, theory
development, and application have demonstrated the theoretical
coherence, researchability, and practicability of a fundamental
focus on organizational competences. The competence-based
perspective is now providing a productive broad church for
advancing theory development, research, and practice in both
strategic and general management.
In the twenty-first century, network-based strategies and processes
are becoming essential aspects of both firm strategies and
operations. We are therefore pleased to present here a new volume
focusing on inter-organizational processes for competence building
and competence leveraging.
The papers in this volume begin with an in-depth literature review
by Frdric Prevot of inter-organizational relations in alternative
approaches to the creation and management of competences. The next
three papers (by Joerg Freiling et al., Gabriel Gaullino and Frdric
Prevot, and Heike Proff) elaborate several of these approaches to
managing inter-organizational processes for competence building and
competence reconstructionapplied in the contexts of the healthcare
industry, educational programs, the utilities market, and processes
of mergers and acquisitions.
New ventures are also important forums for competence building in
and among firms, and two papers (by Henri Burgers et al. and by
Bhaskar Prasad and Rudy Martens) analyze the impact of corporate
venturing on the competence modes that a firm adopts and the role
of inter-organizational communication networks ontechnological
innovation processes as an important form of competence building.
The role of leadership in effective competence management is
examined by Janice Black and Richard Oliver in a paper that
identifies the differing leadership skills required in three
different competence-building contexts: within a single
organization, in a multi-foci organization, and within an industry.
Finally, recognizing the difficulty that many firms have in
identifying their competences, Graham Hubbard describes a practical
approach to determining a firms current capabilities. Case-based
analysis using Hubbards framework suggests that business units may
actually have a rather small number (fewer than five) of
identifiable and strategically significant capabilities that should
play in central role in a firms competence-building processes.
*Volume produced annually
*Offers an integrative approach to strategy and management theory,
research, and practice.
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