Competence-based strategic management
Competence-Based Strategic Management brings together the central concepts in competence-based strategic management and highlights important new integration of theory and practice. Divide into five sections, the volume discusses fundamental concepts and current issues in the competence perspective and suggests new approaches to linking theory and practice; explores the dynamics of competence-based competition; investigates processes for managing competences systemically; focuses on processes for managing the cognitions of decision-makers who will lead changes in organizational competences; and concludes with a holistic perspective on competence.
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Predicting Rent Generation in Competencebased
Customers as the Originators of Change
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ABB Flakt ABB Group activities Aime Heene analysis assets and capabilities blind spots building and leveraging building new competences business unit cognitive compe competence building competence leveraging competence strategy competence-based competition competence-based strategic management competence-building competitive advantage competitors complex concept context coordinated deployment create customers defined dissociative dynamic corporate coherence Dynamics of Competence-Based economic economies of scope Elsevier existing competences firm's competences framework function goals Harvard Business Review identify industry innovation integration interactions intermediate outcomes John Wiley managerial maps ment Merlin Gerin-Groupe Schneider organization organizational learning Orientation to Change perspective pole of competence positivist potential rents resource-based view Ron Sanchez Sanchez and Heene Sanchez and Thomas second-order cybernetics socio-cognitive specific stocks and flows Strategic Defense strategic flexibility strategic logic Strategic Management Journal strategy research strategy theory suggest sustained competitive advantage system view Teece tence Theory and Practice tion top management