Strategic Capabilities and Knowledge Transfer Within and Between Organizations

Edited by Arturo Capasso, University of Sannio, Giovanni Battista Dagnino, Chair of Management and Professor of Digital Strategy, University of Rome LUMSA and Andrea Lanza, Professor of Strategic Management and Director of the Unical Business School (UBS) and the Master in Business Administration, University of Calabria, Italy

• Contents: Foreword by Sidney G. Winter 1. Introduction: Strategic Capabilities and Knowledge Transfer Within and Between Organizations Part I: Strategic Capabilities and Knowledge Transfer: Perspectives from Firm and Industry Heterogeneity 2. Managing Heterogeneity, Allocative Balance, and Behavioral and Technology Concerns in Competitive and Cooperative Inter-firm Relationships3. Digital Economy and Sustained Competitive Advantage in the Tourism Industry4. Transferring Organizational Capabilities Across Transient Organizations: Evidence from Hollywood Filmmaking5. Knowledge Transfer as a Key Process for Firm Learning: The Role of Local Institutions in Industrial DistrictsPart II: Strategic Capabilities and Knowledge Transfer: Perspectives from Evolution, Learning, and Networks 6. Coupling Combinative and Relational Capabilities in Interorganizational Best Practice Transfer: An Evolutionary Perspective7. Heuristics and Network Position: A Cognitive and Structural Framework on Innovation8. Developing Dynamic Capabilities with IT9. On the Relationship Between Knowledge, Networks, and Local ContextPart III: Strategic Capabilities and Knowledge Transfer: Perspectives from Mergers, Acquisitions and Alliances 10. Knowledge Transfer in Mergers and Acquisitions: How Frequent Acquirers Learn to Manage the Integration Process11. Merger and Acquisition Integration: The Influence of Resources 12. Acquisition Integration at Siemens Mobile Phones: Applying a Resource-based Perspective13. The Determinants of Inter-Partner Learning in Alliances: An Empirical Study in e-Commerce14. Deliberate Learning in Corporate Acquisitions: Post-Acquisition Strategies and Integration Capability in US Bank Mergers15. Beyond this Book: A Proposed Research AgendaIndex

'Overall, the chapters in this impressive book advance a strongly dynamic perspective on the relationship of knowledge to competitive advantage. Peter Drucker's famous proposition that knowledge is now the dominant source of competitive advantage stands intact, but this book provides an important gloss on it. Durable advantage (if achievable at all) ultimately depends on strength at the meta-level of organizational knowledge, the knowledge required to manage knowledge effectively. The studies reported here are a valuable platform for future research on this key proposition.'