The development of strategic capabilities ‐ an interaction view

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Abstract
Concerns the nature of strategic capabilities from a network (rather than single-firm) context. Augments what may be termed the predominantly structural and inward-looking bias of much of the existing literature by integrating issues of network theory and organizational learning into the authors’ conceptual frames. Contends that this is necessary in order to understand more clearly the processes through which strategic development takes place, and especially to appreciate the sources of transformational change.

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