Introduction / Aimé Heene, Rudy Martens, Ron Sanchez -- Learning and capability development : the impact of social capital / Sigrid De Wever -- Reducing the vulnerability of capabilities through interfirm knowledge transfer / Bui Tue Quynh, Rudy Martens -- Moderate systemic inference in organizational learning : a 'semi-beerian' perspective / Pekka Huovinen -- Modular design capability and product positioning : an integrative view / Umut Asan, Seçkin Polat -- Strategy and organization for organizational learning : a case analysis of large opera houses / Jean-Claude Tarondeau -- Leadership style matters : the deployment of leadership skills in developing an organizational context-for-learning capability / Janice A. Black, Richard Oliver, J. Phillip King -- Linking learning, customer value, and resource investment decisions : developing dynamic capabilities / Graham Hubbard, Angelina Zubac, Lester Johnson -- Combining competence building and leveraging : managing paradoxes in ambidextrous organizations / Justin J.P. Jansen.

This volume of papers develops the competence perspective on learning and dynamic capabilities development. The first two papers explore how organizational competence and dynamic capabilities can support the competitive position of a firm. The next two papers are devoted to strategic, organizational, and behavioral perspectives on processes of competence development. The final four papers explore the intellectual challenges that managers face in striking a strategic balance between processes of competence building and competence leveraging. Taken together, the papers in this volume provide a bridge between many traditional management concepts, frameworks, and theoretical perspectives.

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