HAMEL G. – HEENE A., Competence-based competition. Wiley, 1994
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CONTENTS
Introduction
Competing paradigms in strategic management
Section I: Towards a theory of strategic management from a core competence point of view
Chapter 1 – The concept of core competence
Chapter 2 – Understanding the roots of your competitive advantage. From product/market competition to competition as a multiple/layer game
Chapter 3 – Strategy as a situational puzzle: the fit of components
Section II: Linking competitive advantage and core competence[/one_half_last]
Chapter 4 – Core competences, competitive advantage and market analysis: forging the links
Chapter 5 – Core competence and competitive advantage: a model and illustrative evidence from pharmaceutical industry
Section III: Strategic management practice from a core competence point of view
Chapter 6 – A framework for identifying the intangible sources of sustainable competitive advantage
Chapter 7 – The measurement of a competitor’s core competence
Chapter 8 – Competence-based competition: a practical toolkit
Chapter 9 – Organizational learning and a firm’s core competence
Chapter 10 – Managing current and future competitive performance: the role of competence
Chapter 11 – Building capability from within: the insiders’ view of core competence
Chapter 12 – Technology strategy in competence-based competition
Conclusions: which theory of strategic management do we need for tomorrow?
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