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Full Description
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.
Contents
Introduction Aime Heene Heene, Aime Rudy Martens Martens, Rudy Ron Sanchez Sanchez, Ron 1 Linking Learning, Customer Value, and Resource Investment Decisions: Developing Dynamic Capabilities Graham Hubbard Hubbard, Graham Angelina Zubac Zubac, Angelina Lester Johnson Johnson, Lester 9 Modular Design Capability and Product Positioning: An Integrative View Umut Asan Asan, Umut Seckin Polat Polat, Seckin 29 Strategy and Organization for Organizational Learning: A Case Analysis of Large Opera Houses Jean-Claude Tarondeau Tarondeau, Jean-Claude 55 Leadership Style Matters: The Deployment of Leadership Skills in Developing an Organizational Context-For-Learning Capability Janice A. Black Black, Janice A. Richard Oliver Oliver, Richard J. Phillip King King, J. Phillip 75 Combining Competence Building and Leveraging: Managing Paradoxes in Ambidextrous Organizations Justin J. P. Jansen Jansen, Justin J. P. 99 Learning and Capability Development: The Impact of Social Capital Sigrid De Wever De Wever, Sigrid 121 Reducing the Vulnerability of Capabilities Through Interfirm Knowledge Transfer Bui Tue Quynh Quynh, Bui Tue Rudy Martens Martens, Rudy 159 Moderate Systemic Inference In Organizational Learning: A "Semi-Beerian" Perspective Pekka Huovinen Huovinen, Pekka 173
