Publisher Description

This volume explores ways in which an organization's existing competences can be enhanced as sources of competitive advantage - either enduring or intendedly transitional. Competence enhancing activities considered include political lobbying to extend the lifetime and value of a firm's competences, expanding services to enhance the value of manufacturing capabilities, initiating knowledge management projects, strategically adapting a firm's governance structures to take advantage of government policy initiatives, staging development of competences in internationalization processes, improving capabilities in managing alliances, understanding the factors conducive to entrepreneurial action-taking, and using individual competency development in self-managing processes for organizational competence building.

Table of Contents

List of Contributors.Introduction.Lobbying: strategies to make a firm's competences generate value.Competence-based strategies of service transition.Enhancing the inflow of knowledge: elaborating the absorptive capacity cycle in SMEs.Toyota's competitive advantage: path dependency, dynamic capabilities, and sources of inimitability – a contrastive study with Nissan.Toward the theory of temporary competitive advantage in internationalization.Relational quality, alliance capability, and alliance performance: an integrated framework.How to build alliance capability: A life cycle approach.Modeling entrepreneurial action choice: from intent through rhetoric to action.Self-organization of competency development and the role of managers.Advances in applied business strategy.Enhancing Competences for Competitive Advantage.Copyright page.

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