Recent chapters in this series (13 titles)

• Competence-based strategies of service transition
• Enhancing the inflow of knowledge: elaborating the absorptive capacity cycle in SMEs
• How to build alliance capability: A life cycle approach
• Lobbying: strategies to make a firm's competences generate value
• Modeling entrepreneurial action choice: from intent through rhetoric to action
• Relational quality, alliance capability, and alliance performance: an integrated framework
• Self-organization of competency development and the role of managers
• Toward the theory of temporary competitive advantage in internationalization
• Toyota's competitive advantage: path dependency, dynamic capabilities, and sources of inimitability – a contrastive study with Nissan
• A competence-based approach to understanding the orchestration of value chains in the development of “new” value architectures
• Alliances as a strategy in volatile environments – also for MBA business models?
• Competence-building through organizational recognition or frequency of use: Case study of the Lafarge Group's development of competence in managing post-merger cultural integration
• Determining capabilities in practice