Competence-Based Competition
The Stratetic Management Series
Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book addresses the theme of core competence and the processes and issues involved in managing core competence. It is an interesting and effective integration of strategic perspectives that exemplify many of the most important issues facing strategic management, both now and in the future. The contributions present the premise that corporate strategy should place technology, skill and synergy ahead of cash flow and control. Contributors Maurizio Barbeschi Richard Klavens Ilse Bogaert Jeremy Klein William C. Bogner Rudy Martens Vittorio Chiesa Richard P. Rumelt Michael Crawford Bernard L. Simonin Francesco De Leo Howard Thomas Richard Hall Dennis Turner Gary Hamel Andre Van Cauwenbergh Aime Heene Paul Verdin Duane A. Helleloid Peter Williamson Peter Hiscocks Beverly C. Winterscheid
TOWARDS A THEORY OF STRATEGIC MANAGEMENT FROM A CORE COMPETENCE
POINT OF VIEW.
The Concept of Core Competence (G. Hamel).
Strategy as a Situational Puzzle: The Fit of Components (I.
Bogaert, et al.).
LINKING COMPETITIVE ADVANTAGE AND CORE COMPETENCE.
Core Competence and Competitive Advantage: A Model and Illustrative
Evidence from the Pharmaceutical Industry (W. Bogner & H.
Thomas).
STRATEGIC MANAGEMENT PRACTICE FROM A CORE COMPETENCE POINT OF
VIEW.
The Measurement of a Competitor's Core Competence (R.
Klavans).
Organizational Learning and a Firm's Core Competence (D. Helleloid
& B. Simonin).
Index.
International Management at London Business School. He came to LBS
from the Graduate School of Business Administration, University of
Michigan, where he taught International Management. Gary has worked
extensively at board level in many of the world's most successful
multinationals. His current research interests centre on the
challenge of competing in global industries, on the problems of
managing international strategic alliances and the value-added of
top management. He is a member of the editorial board of the
Strategic Management Journal and has written various articles, some
of which won McKinsey awards. His path-breaking concepts have been
put to work in hundreds of companies including Kodak, AT&T, EDS
and Dow Chemical. Aime Heene has a PhD in educational sciences and
and MBA from De Vlerick School voor Management (University of
Ghent, Belgium). After a ten-year career in consulting he joined De
Vlerick School voor Management in 1989. He is head of the
department of strategic management, a partner at De Vlerick School
voor Management, and associate professor at the University of Ghent
(Belgium). He chaired the International Workshop "Competence-Based
Competition". His main domains of interest are: competitive
strategy, human resource management, organization and the
application of systems dynamics in the field of strategy
implementation. He has published a number of articles on
competitive strategy and the relationships between human resource
management and competitive strategy.
