Cover -- Contents -- Notes on the Contributors -- Prologue: Toward a Comprehensive Theory of Management -- Introduction :Organizational Learning as a Source of Competitive Advantage -- Part 1: LEARNING PROCESSES AND COMPETITIVE ADVANTAGE -- 1 - When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage -- 2 - Organizational Learning Style as a Core Capability -- 3 - Competitive Advantage from Tacit Knowledge? Unpacking the Concept and its Strategic Implications -- 4 - Organizations in the Fog: An Investigation into the Dynamics of Knowledge -- Part 2: ORGANIZATIONAL LEARNING AND STRATEGIC CAPABILITY -- 5 - Resources, Capabilities and Competencies -- 6 - Core Capabilities and Information Technology :An Organizational Learning Approach -- 7 - Organizational Capability as a Source of Profit -- Part 3: STRATEGIC CHANGE AND ORGANIZATIONAL LEARNING -- 8 - Developing an Organization Capable of Strategy Implementation and Reformulation:A Preliminary Test -- 9 - Reorganizational Learning :Some Conceptual Tools from Weick's Model of Organizing -- 10 - The Epistemology of Strategic Consulting: Generic Analytical Activities and Organizational Learning -- Index.