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Competence building and leveraging in interorganizational relations

Record Type:	Electronic resources : Monograph/item
Title/Author:	Competence building and leveraging in interorganizational relations/ edited by Rudy Martens, Aimé Heene, Ron Sanchez.{me_controlnum}
other author:	Martens, Rudy.
Published:	Bingley, U.K. :Emerald, : 2008.,
Description:	1 online resource (viii, 206 p.).
[NT 15003449]:	Introduction / Rudy Martens, Aimé Heene, Ron Sanchez -- The impact of corporate venturingon a firm's competence modes / J. Henri Burgers, Frans A.J. Van Den Bosch, Henk W. Volberda -- Increasing technological innovation competence through intra-organizational communication networks / Bhaskar Prasad, Rudy Martens -- The distribution of leadershipskills across a single-focus company, a multi-focus company, and an industry : three case studies / Janice A. Black, Richard Oliver -- Determining capabilities in practice / Graham Hubbard -- Alliances as a strategy in volatile environments : also for MBA business models? / Jörg Freiling, Martin Gersch, Christian Goeke, Peter Weber -- 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 / Gabriel Guallino,Frédéric Prevot -- The management of competences in the context of interorganizational relations / Frédéric Prevot -- A competence-based approach to understanding the orchestration ofvalue chains in the development of 'new' value architectures / Heike Proff.
Subject:	Business & Economics - Management. -
Online resource:	http://www.emeraldinsight.com/0749-6826/11
ISBN:	9781849505215 (electronic bk.)

Competence building and leveraging in interorganizational relations
Competence building and leveraging in interorganizational relations[electronic resource] /edited by Rudy Martens, Aimé Heene, Ron Sanchez.{me_controlnum} - Bingley, U.K. :Emerald,2008. - 1 online resource (viii, 206 p.). - Advances in applied business strategy,v. 110749-6826 ;. - Advances in applied business strategy ;v. 7..

Introduction / Rudy Martens, Aimé Heene, Ron Sanchez -- The impact of corporate venturingon a firm's competence modes / J. Henri Burgers, Frans A.J. Van Den Bosch, Henk W. Volberda -- Increasing technological innovation competence through intra-organizational communication networks / Bhaskar Prasad, Rudy Martens -- The distribution of leadershipskills across a single-focus company, a multi-focus company, and an industry : three case studies / Janice A. Black, Richard Oliver -- Determining capabilities in practice / Graham Hubbard -- Alliances as a strategy in volatile environments : also for MBA business models? / Jörg Freiling, Martin Gersch, Christian Goeke, Peter Weber -- 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 / Gabriel Guallino,Frédéric Prevot -- The management of competences in the context of interorganizational relations / Frédéric Prevot -- A competence-based approach to understanding the orchestration ofvalue chains in the development of 'new' value architectures / Heike Proff.

The competence-based perspective on strategy and management offers an integrative approach tostrategy and management theory, research, andpractice. Nearly two decades of research, theory development, and application have demonstrated the theoretical coherence, researchability, and practicability of a fundamental focus on organizational competences.The competence-based perspective is now providing a productive broad church for advancing theory development, research, and practice in both strategic and general management.In the twenty-first century, network-based strategies and processes are becoming essential aspects of both firm strategies and operations. We are therefore pleased to present here a new volume focusing on inter-organizational processes for competence building and competence leveraging.The papers in this volume begin withan in-depth literature review by Frederic Prevot of inter-organizational relations in alternative approaches to the creation and management of competences. The next three papers (by Joerg Freiling et al., GabrielGaullino and Frederic Prevot, and Heike Proff) elaborate several of these approaches to managing inter-organizational processes for competence building and competence reconstructionapplied in the contexts of the healthcare industry, educational programs, the utilities market, and processes of mergers and acquisitions.New ventures are also important forums for competence building in and among firms, and two papers (by Henri Burgerset al. and by Bhaskar Prasad and Rudy Martens) analyze the impact of corporate venturing on the competence modes that a firm adopts and the role of inter-organizational communication networks on technological innovation processes as an important form of competence building.The role of leadership ineffective competence management is examined by Janice Black and Richard Oliver in a paper that identifies the differing leadership skills required in three different competence-building contexts: within a single organization, in a multi-foci organization, and within an industry.Finally, recognizingthe difficulty that many firms have in identifying their competences, Graham Hubbard describes a practical approach to determining a firms current capabilities. Case-basedanalysis using Hubbards framework suggests that business units may actually have a rather small number (fewer than five) of identifiable and strategically significant capabilities that should play in central rolein a firms competence-building processes.This volume is produced annually. It offers an integrative approach to strategy and management theory, research, and practice.

ISBN: 9781849505215 (electronic bk.)Subjects--Topical Terms:

1556345
Business & Economics
--Management.

LC Class. No.: HD30.28 / .C66 2008

Dewey Class. No.: 658.4012

Universal Decimal Class. No.: 355.43

Competence building and leveraging in interorganizational relations
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520 $a The competence-based perspective on strategy and management offers an integrative approach tostrategy and management theory, research, andpractice. Nearly two decades of research, theory development, and application have demonstrated the theoretical coherence, researchability, and practicability of a fundamental focus on organizational competences.The competence-based perspective is now providing a productive broad church for advancing theory development, research, and practice in both strategic and general management.In the twenty-first century, network-based strategies and processes are becoming essential aspects of both firm strategies and operations. We are therefore pleased to present here a new volume focusing on inter-organizational processes for competence building and competence leveraging.The papers in this volume begin withan in-depth literature review by Frederic Prevot of inter-organizational relations in alternative approaches to the creation and management of competences. The next three papers (by Joerg Freiling et al., GabrielGaullino and Frederic Prevot, and Heike Proff) elaborate several of these approaches to managing inter-organizational processes for competence building and competence reconstructionapplied in the contexts of the healthcare industry, educational programs, the utilities market, and processes of mergers and acquisitions.New ventures are also important forums for competence building in and among firms, and two papers (by Henri Burgerset al. and by Bhaskar Prasad and Rudy Martens) analyze the impact of corporate venturing on the competence modes that a firm adopts and the role of inter-organizational communication networks on technological innovation processes as an important form of competence building.The role of leadership ineffective competence management is examined by Janice Black and Richard Oliver in a paper that identifies the differing leadership skills required in three different competence-building contexts: within a single organization, in a multi-foci organization, and within an industry.Finally, recognizingthe difficulty that many firms have in identifying their competences, Graham Hubbard describes a practical approach to determining a firms current capabilities. Case-basedanalysis using Hubbards framework suggests that business units may actually have a rather small number (fewer than five) of identifiable and strategically significant capabilities that should play in central rolein a firms competence-building processes.This volume is produced annually. It offers an integrative approach to strategy and management theory, research, and practice.
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