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Informationen zum Autor 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 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. Klappentext 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 André Van Cauwenbergh Aimé Heene Paul Verdin Duane A. Helleloid Peter Williamson Peter Hiscocks Beverly C. WinterscheidPublished 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. Inhaltsverzeichnis 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). Index....
