Competence-Based Competition

Competence-Based Competition

Hardback Strategic Management Series

Edited by Gary Hamel, Edited by Aime Heene

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  • Publisher: John Wiley & Sons Ltd
  • Format: Hardback | 358 pages
  • Dimensions: 158mm x 233mm x 25mm | 612g
  • Publication date: 28 September 1994
  • Publication City/Country: Chichester
  • ISBN 10: 0471943975
  • ISBN 13: 9780471943976
  • Illustrations note: black & white illustrations

Product description

Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the a best in global strategic managementa 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

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Author information

About the editors Gary Hamel is Professor of Strategic and 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 worlda 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.

Back cover copy

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

Flap copy

Competence-Based Competition Edited by Gary Hamel London Business School, UK and Aime Heene De Vlerick School voor Management, Belgium This volume deals with the beginning of a new era in the theory of strategic management. New concepts and techniques are developed and the fundamentals of the content and the process of strategic management are questioned in depth. Using a resource-based perspective, the concept of core competence: Allows a proactive construction of competencePerceives competence as spanning multiple businessesObserves competition as being over the acquisition and development of competenceContributions to the book consider the competition between strategic issues. Is strategic management about reacting, anticipating or orchestrating all resources towards the realization of the desirable future of the company? Within this field of paradigms the concept of 'core competence' is gaining more and more importance in the area of strategic management. This book aims to show that it is necessary to have a sound theory of strategic management which has pragmatic relevance, face validity for the business community and close links to the daily practice of strategic management. Competence-based Competition will be of enormous benefit to undergraduates and graduates on management courses.

Table of contents

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 Competitora s Core Competence (R. Klavans). Organizational Learning and a Firma s Core Competence (D. Helleloid & B. Simonin). Index.