By Sanchez R., Heene A.
This 3rd quantity of study in Competence-Based administration (RCBM) keeps the release of a long-awaited outlet for peer-reviewed examine papers contributing to development of competence-based administration theory.Each quantity in RCBM may be interested by a key point of competence concept. the focal point during this quantity on ''Understanding development: Entrepreneurship, Innovation, and Diversification'' addresses key strategies necessary to profitable association competence construction, leveraging, and upkeep. the 1st set of papers during this quantity explores the significance of entrepreneurial motivation in altering markets, in addition to techniques for inner as opposed to exterior investment and association of entrepreneurial ventures. A moment set of papers addresses a few key concerns in innovation in small and massive organizations, in addition to the competence construction procedure in the course of technological innovation. Papers on diversification and alliances examine the function of competence leveraging as a motive force of diversification, in addition to decision-making in innovation which may result in diversification, cultivating associations for bettering innovation functionality, and bettering alliance administration strength.
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Extra resources for A Focused Issue on Understanding Growth: Entrepreneurship, Innovation, and Diversification (Research in Competence-Based Management, Volume 3)
1999). Micro underpinnings of organizational learning. In: Organizational learning: Creating, rethinking, and transferring knowledge (pp. 99–141). Boston, MA: Kluwer Academic Publishers. , & Volberda, H. W. (1997). Strategic renewal in large complex organizations: A competence-based view. In: A. Heene & R. Sanchez (Eds), Competence-based strategic management. Chichester: Wiley. Baron, R. A. (1998). Cognitive mechanisms in entrepreneurship: Why and when entrepreneurs think differently than other people.
Cohen and Levinthal (1990) argue that shared knowledge is of crucial importance for communication and that gatekeepers in the interfaces need to have a knowledge base that is similar to those in the different subunits or communities of practice. We agree with Cohen and Levinthal, but argue that the knowledge needed to develop a firm’s dynamic capability is knowledge about the result of creative processes and not the tacit knowledge need for the creative processes as such. The outcome of creative processes can to some extent be codified and communicated and is therefore easier to access in order to build the architectural knowledge that underpins the ability to coordinate, combine, and recombine internal and external capabilities.
The firm heavily focuses on the exploration of both laser technology and new markets and applications. Permanova develops and commercializes optical laser systems, and uses them in the development of pre-designed industrial production systems. Permanova faces the challenge of persisting in the technological forefront while marketing a product with no perceived demand. To stay in the technological forefront Permanova must develop or gain access to different capabilities and integrate these capabilities in the development of new technical solutions.