Competence Perspectives on Learning and Dynamic Capabilities
Aimé Heene, Rudy Martens, Ron Sanchez
Emerald Group Publishing, Feb 4, 2008 - Business & Economics - 220 pages
This volume of papers develops the competence perspective on learning and dynamic capabilities development. The first two papers explore how organizational competence and dynamic capabilities can support the competitive position of a firm. The next two papers are devoted to strategic, organizational, and behavioral perspectives on processes of competence development. The final four papers explore the intellectual challenges that managers face in striking a strategic balance between processes of competence building and competence leveraging. Taken together, the papers in this volume provide a bridge between many traditional management concepts, frameworks, and theoretical perspectives.
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Managing Paradoxes in Ambidextrous Organizations
The Impact of Social Capital
Chapter 7 Reducing the Vulnerability of Capabilities Through Interfirm Knowledge Transfer
A SemiBeerian Perspective
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Academy of Management acquired resources Administrative Science Quarterly ambidextrous organizations analysis Applied Business Strategy Bastille Opera behavior building and leveraging business management business unit business-management concepts capability development cognitive competence building competence perspective competence-based competition competence-based management competitive span Context-for-Learning core competence create customer value day-to-day activities develop capabilities developmental path dimension divisional capabilities divisional learning dynamic capabilities effective Eisenhardt exploration and exploitation firm’s Hamel High Leader high organization Hypotheses ideal point innovation interactions leadership style learning and capability Low Leader low organization Management Review mobile phone Mode O4 Mode R1 modular design capability network members Nokia O’Reilly opera houses organization member organization’s organizational capability organizational learning paradox perceptual map performance Prahalad project manager relationships resource-based resource-based view resources and capabilities role Sanchez & Heene semi-Beerian skills social capital Strategic Management Journal structure Subsystem sustainable competitive advantage systemic theory Tushman Vienna Volberda