A Focused Issue on Building New Competences in Dynamic Environments.

Front Cover -- A Focused Issue on Building New Competences in Dynamic Environments -- Copyright Page -- Contents -- List of Contributors -- Part I: New Business Models and Strategies -- Cloud Computing and Transformation of International E-Business Models -- Introduction -- The International Cloud Context -- Business Models and their Transformation -- Methodology -- Description and Analysis of the Cases -- Alpha -- Beta -- Discussion and Conclusions -- Acknowledgment -- References -- The Why and the How of Coopetition: Modeling the Incentives and Design of Coopetitive Value Networks -- Introduction -- Theoretical Background -- Coopetition as Simultaneity between Competitive and Collaborative Activities -- Value Network Approach to Coopetition -- Competence-Based Management Theory and Coopetitive Value Networks -- Research Design -- Why Do We Need Models? -- The Modeling Process -- Value Network Model -- Customer Value Model -- Modeling and Analysis of Coopetition between Apple and IBM in the Case of PowerPC -- The "Why" -- The "How" -- The PowerPC in Retrospect -- Discussion and Implications -- Research Implications -- Managerial Implications -- Limitations and Further Research Directions -- Notes -- References -- Combination as the Key Competence for the Dynamic Assembly of Temporary Networks: The Role of the Pivot-Assembler -- Introduction -- Framework -- A New Function for the Pivot and a New Role of Assembler -- The Concept of Dynamic Assembly -- Research Design -- Methodology -- Research Method -- Data Collection -- Data Analysis -- Research Quality -- The Contexts -- The Travel Industry -- Humanitarian Relief -- Results -- Discussion and Further Research -- References -- Building an Integrative Model for Managing Exploratory Innovation -- Introduction -- The "Four Central Problems" in Managing Innovation.

The Human Problem of Managing Attention -- The Process Problem of "Managing Ideas into Good Currency" -- The Structural Problem of "Managing Part-Whole Relationships" -- The Strategic Problem of Institutional Leadership -- Building Our Integrated Model -- The DIA Model -- Adding the Organization Architecture Perspective -- Adding Further Strategic Assessments -- Research Methodology -- Managing Exploratory Innovation in Firm A -- Managing Exploratory Innovation through the DIA Model -- The Human Problem of Managing Attention -- The Process Problem of Managing New Ideas into Good Currency -- The Structural Problem of Managing Part-Whole Relationships -- The Strategic Problem of Institutional Leadership -- Managing Exploratory Innovation through Our Integrated Model -- Managing Exploratory Innovation in Firm B -- Adding Knowledge Management Processes to Our Integrated Model -- Applying Our Enhanced Integrated Model -- Conclusions -- Notes -- Acknowledgments -- References -- Part II: Building new competences for implementing new strategies -- The Impact of the Customer Focus Competence Group on Project Performance -- Introduction -- The Hypotheses -- The Multiple Regression Model and the Dataset -- Discussion of Results -- Conclusion -- References -- Dynamics of Change Recipient Sensemaking in Realizing Strategic Flexibility: A Competence-Based Perspective -- Introduction -- A Sensemaking Lens on Strategic Flexibility -- Strategic Flexibility in the Competence-Based Context -- Change Recipient Sensemaking -- Research Methodology -- Research Design -- Data Collection -- Data Analysis -- Sensemaking as Lens for Studying Change -- Research Context: Professional Service Organizations -- Change Recipient Sensemaking at ServiceCo -- Case Description: Change Process at ServiceCo -- Case Analysis -- Professional Identification -- Equivocality of Expectations.

Dominant Organizational Discourse -- Cross-Understanding between Thought Worlds -- Change Recipient Sensemaking and Affect -- Case Discussion -- Conclusion -- Managerial Implications -- Limitations and Further Research -- References -- How Are They Doing? The Application of Data Envelopment Analysis to Develop a Strategic Performance Appraisal on Individual Level -- Background and Introduction -- Requirements to a Proper Performance Appraisal and Performance Measures -- The Data Envelopment Analysis -- DEA Methodology -- DEA Applications -- Data and Design of the Investigation -- Results -- DEA as a Basis for a Strategic Performance Appraisal -- Deriving Recommendations to Improve Competences and Performance on Individual Level -- Deriving Norm Strategies for Human Resources Development -- Conclusion and Need for Further Research -- Notes -- References -- Innovation Engineering: The Skills Engineers Need to be Innovative -- Introduction -- Innovation Engineering -- Cooperative Innovation Engineering (Albers & Schweinberger, 2000) -- Innovation Engineering (Galloway, 2004) -- Innovation Engineering (Sato et al., 2005a, 2005b) -- Innovation Engineering (Corsi et al., 2006) -- Innovation Engineering (Zgodavova et al., 2008) -- Innovation Engineering (Grimheden, 2009a, 2009b) -- Innovation Engineer -- Pre-study -- Competence-Based View Literature Review with Focus on Engineers and Innovation -- The Analysis of Actual Job Offers for Innovation Engineers -- Innovation Engineering Study Courses -- Results of the Pre-Study with the Three Sources -- Empirical Study with Companies in the German Speaking Area -- Conclusion -- References -- Appendix -- Dynamic Capabilities at the Civil Protection Exercise: Eu Taranis 2013 -- Introduction -- Theoretical Framework: Competence-Based Construct of Dynamic Capabilities -- Study -- Setting -- Sample.

Measures: Description of Competences -- Data Analysis and Results -- Team Level -- Individual Level -- Individual and Team Level -- Discussion -- Implications and Future Research -- References -- Part III: New challenges for competence theory and practice -- The Theory-Practice Gap: Redefining Relevance -- Introduction -- The Arena -- Causes of the Gap -- Problems in Knowledge Transfer: Lost in Translation -- Problems in Knowledge Production: Lost Before Translation -- Theory and Practice as Distinct Kinds of Knowledge -- Barriers on the Practitioner's Side -- The Systems View -- Proving the Gap -- A Conceptualization of Research Utilization -- Measuring Research Utilization -- Bridging Strategies -- For an Improved Transfer Process -- Changing the Knowledge Production -- Improving Managerial Practice -- Relevance and Usefulness -- Different Meanings -- The Concept of Usefulness -- The Concept of Relevance -- Communication and the Inferential Model -- The Importance of Expectation and Selection -- The User-Based Concept of Relevance -- Relevance and Usefulness as Distinct Kinds -- Managers and Decision-Making: A Thought Experiment -- A Systems View of Relevance -- Bridging Strategies and the Quest for More Relevance -- As if It Were Relevant … -- Conclusions -- Notes -- References -- Advancement of International Business Ideation as Three Recursive, Multi-Competence-Enabled Systems -- Introduction -- The Advancement of IB Ideation According to Five Approaches -- Challenges, Viable System Model, and Competence-Based Management vis-à-vis the System Design Task -- Wicked and Infinite Challenges -- The Adoption of the Core Principles of Beer's (1985) Viable System Model -- The Selection of the Concepts of Competence-Based Management -- Systems Level Assumptions, the IB Ideation Problem, and Its Solution Perceived along Two Recursive Dimensions.

Five Systems Level Assumptions on Three IB Ideation Systems as a Whole -- IB Ideation Problem as Three Recursive Problems -- The Choice of Three Recursive IB Ideation Systems -- Four Interrelated Systemic Core Elements -- Core IB Ideation Multi-Competence Scope as Five Competence Types -- The Choice of the Three Recursive, Cross-Order Functions -- The Design of the Balancing Management of IB Ideation (the Recursive, Cross-Order Function 1) -- Five Assumptions on the Recursive Balancing Management (Function 1) -- Designing Fifteen Temporal, Pair-Wise Dependency Types -- Designing the 3rd-, 2nd-, and 1st-Order Sub-Functions 1 of Balancing Management -- The Design of the Renewal of the Outcomes of IB Ideation (the Recursive, Cross-Order Function 2) -- Three Assumptions on the Recursive IB Ideation Outcomes Renewal (Function 2) -- Planning the Renewal of the 3rd-, 2nd-, and 1st-Order Outcomes of IB Ideation -- Renewal Decision 1 -- Renewal Decision 2 -- Renewal Decision 3 -- Renewal Decision 4 -- Renewal Decision 5 -- Renewal Decision 6 -- The Design of the Recreation of IB Ideation Multi-Competences (the Recursive, Cross-Order Function 3) -- Three Assumptions on IB Ideation Multi-Competences Recreation (Function 3) -- Planning the Recreation of the 3rd-, 2nd-, and 1st-Order IB Ideation Multi-Competences -- Multi-Competence Recreation Decision 1 -- Multi-Competence Recreation Decision 2 -- Multi-Competence Recreation Decision 3 -- Multi-Competence Recreation Decision 4 -- Multi-Competence Recreation Decision 5 -- Multi-Competence Recreation Decision 6 -- Planning the Recreation of the Five Cross-Order IB Ideation Competences -- Critical Cross-Order Competence Recreation Decision 1 -- Critical Cross-Order Competence Recreation Decision 2 -- Critical Cross-Order Competence Recreation Decision 3 -- Critical Cross-Order Competence Recreation Decision 4.

Critical Cross-Order Competence Recreation Decision 5.