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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
Partial table of contents:
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).