The understanding of competency development has changed to learning toward a higher degree of self-organization of the learning process. This shift leads to increased requirements on the communication processes of employees and superiors. It is postulated that the coordination between...

This paper has a threefold purpose. First, we offer a literature review on alliance capability based on strategic and competence-based management literature. Second, we extend existing literature on alliance capability by breaking this concept down into five subcapabilities, each of which is...

Building on the complementarity nature of extant dyadic and portfolio level alliance research, this paper discusses the role of alliance capability and relational quality as antecedents of alliance performance. Although prior research focused extensively on the influence of dyadic issues on...

Building on the dynamic resource-based view, this paper suggests that increasing market dynamism and continued resource evolution contribute to the development of temporary competitive advantages utilized in the internationalization of high-technology firms. All competitive advantages needed for...

Journal articles and books on Toyota's competitive advantage abound. More recent analyses tended to focus on Toyota alone (Coriat, 2000; Liker, 2004) while earlier literature examined the competitive advantage of the Japanese automobile industry as a whole (Asanuma, 1989; Womack, Jones, & Roos, 1990; Fruin,...

Small- and medium-sized enterprises (SMEs) often do not have slack resources with which to develop internally a broad spectrum of capabilities and to observe in depth the firm's environment. Therefore, they need to carefully develop abilities to absorb knowledge from outside the firm's...

As an answer for the limited growth potentials of diversification and internationalization, services became increasingly important for industrial firms in recent years. Based on existing and established business concepts, companies explore new segments in their traditional value chains beyond...