LEADER 03138nam 2200661 a 450 001 9910459271303321 005 20200520144314.0 010 $a1-282-66150-7 010 $a9786612661501 010 $a1-84855-877-5 035 $a(CKB)2670000000031784 035 $a(EBL)554819 035 $a(OCoLC)644765439 035 $a(SSID)ssj0000416926 035 $a(PQKBManifestationID)11296970 035 $a(PQKBTitleCode)TC0000416926 035 $a(PQKBWorkID)10436957 035 $a(PQKB)10752395 035 $a(MiAaPQ)EBC554819 035 $a(Au-PeEL)EBL554819 035 $a(CaPaEBR)ebr10400681 035 $a(CaONFJC)MIL266150 035 $a(EXLCZ)992670000000031784 100 $a20100802d2010 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aEnhancing competences for competitive advantage$b[electronic resource] /$fedited by Ron Sanchez, Aime? Heene 205 $a1st ed. 210 $aBingley, U.K. $cEmerald Group Pub. Ltd.$d2010 215 $a1 online resource (273 p.) 225 1 $aAdvances in applied business strategy,$x0749-6826 ;$vv. 12 300 $aDescription based upon print version of record. 311 $a1-84855-876-7 320 $aIncludes bibliographical references. 327 $aFront cover; Enhancing Competences for Competitive Advantage; Copyright page; Contents; List of contributors; Introduction; Chapter 1. Lobbying: strategies to make a firm's competences generate value; Chapter 2. Competence-based strategies of service transition; Chapter 3. Enhancing the inflow of knowledge: elaborating the absorptive capacity cycle in SMEs; Chapter 4. Toyota's competitive advantage: path dependency, dynamic capabilities, and sources of inimitability - a contrastive study with Nissan; Chapter 5. Toward the theory of temporary competitive advantage in internationalization 327 $aChapter 6. Relational quality, alliance capability, and alliance performance: an integrated frameworkChapter 7. How to build alliance capability: A life cycle approach; Chapter 8. Modeling entrepreneurial action choice: from intent through rhetoric to action; Chapter 9. Self-organization of competency development and the role of managers 330 $aThis volume explores ways in which an organization's existing competences can be enhanced as sources of competitive advantage - either enduring or intendedly transitional. Competence enhancing activities considered include political lobbying to extend the 410 0$aAdvances in applied business strategy ;$vv. 12. 606 $aCompetition 606 $aCore competencies 606 $aBusiness planning 608 $aElectronic books. 615 0$aCompetition. 615 0$aCore competencies. 615 0$aBusiness planning. 676 $a658.4012 701 $aSanchez$b Ron$0330828 701 $aHeene$b Aime?$0340482 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910459271303321 996 $aEnhancing competences for competitive advantage$92145711 997 $aUNINA