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The purpose of this paper is to define the skills, systems, and technologies developed post‐business process reengineering (BPR), which the authors refer to as BPR Complementary Competences (BPRCC), and develop and validate a model to evaluate the BPRCC of public sector organizations in developing economies.

The paper, drawing from the complementary competence perspective of the resource‐based view, defines the BPRCC as a higher order construct composed of the BPR complementary transformational competences (BPRCTC) and managerial competences (BPRCMC). Based on Lewis et al.'s methodology of instrument development, an instrument is developed using survey data of 209 public sector organizations.

The finding produces a 13 item measurement model. Further, it shows that the BPRCTC is composed of three competencies, namely, BPR‐IS alignment, continuous process improvement and integration and information system delivery competences.

Researchers can use the model and instrument as part of a nomological‐net of factors to explain the impact of BPR on public sector organizational performance. BPR practitioners can also use the instrument to identify and nurture those competences that are critical to enhance BPR's value.

The development of the BPRCC model and its accompanying measurement instrument for the public sector context of a developing economy represents an original contribution.

The management of competences in interorganizational relations refers to two fundamental domains in strategy: competence and co-operation. Thus, it constitutes an area of research which is at one and the same time complex and promising. The synthesis presented in the form of a literature review in this article allows us to look at the current state of approaches in the management of competences in interorganizational relations in the context of the resource-based view and the competence-based management perspective. We then propose a model based on two dimensions: the first is defined by the nature of the relationship (considered to be a space where either co-operation or competition predominates) and the second by the actions taken on the competences in the context of the relationship (oriented either towards creating new competences or leveraging existing ones).

To avoid finishing last in a competitive race which requires its participants to master a range of things all at one time, more and more corporations are deciding to outsource subordinate aspects or competencies, thereby focusing their strategic spotlight on aspects more central to their business. Sourcing competencies in this manner is, however, accompanied by a wealth of difficulties. Mainly, the expertise encoded in a corporation’s competencies has a regrettable tendency to leak from this corporation’s sourcing‐partners to its competitors, who then receive direct access to the corporation’s competencies. In order to prevent this from happening, corporations must be better equipped to understand the competencies they intend to source and thereby ensure that only competencies or sub‐competencies, which are of no strategic importance to the corporation, are sourced. Therefore, a major portion of this paper is constructed as a model designed to describe how corporations can employ competence understanding in making sourcing decisions.

Emerging digital ventures and related breakthrough innovations result in new challenges for the development of entrepreneurial competences and demand new perspectives for entrepreneurship research. In this context, policy-makers and organizations are increasingly interested in fostering entrepreneurial competences to improve the success of policies and venture capital investments. This paper aims at identifying the core relevant entrepreneurial competences, mapping the current literature and the main clusters and going beyond toward a meta-competence framework.

The research approach is a literature review, combining bibliometric, network and content analysis. The sampling process was conducted in the Scopus and Web of Science databases. The bibliometrics and content analysis were performed with a computer aid approach applying VosViewer1.6, Ucinet and NetDraw 2.139. The content analysis approach was performed considering a detailed coding schema developed. Finally, toward the meta-competences framework, the study applied quantitative analysis on the coding schema, particularly cross-tabulation, core-periphery and network analysis.

The results show the state of the art concerning entrepreneurial competences. The research identified a list of 98 entrepreneurial competences. Finally, the study proposes a meta-competence framework and clusters the 33 core entrepreneurial competences previously identified.

The proposed conceptual framework exploring meta-entrepreneurial competences offers an original contribution with implications for theory and practice. The research contributes to broadening the understanding of the entrepreneurial competences, helping on the creation, design, development and improvement of entrepreneurship educational initiatives, which are important to entrepreneurs' educators. The proposed framework contributes by providing relevant knowledge for the policy-makers' strategy formulation processes. As implications for the practice, the proposed framework can allow better assessment process for incubators and accelerators, besides more robust ventures considering learning trails based on meta-competences frameworks.

This paper discusses a number of issues affecting mergers and acquisitions (M&A) from the perspective of competence-based management. A new framework for competence gap analysis is developed which can be used to assess important aspects of M&A decisions. The usefulness of M&A is compared with other gap-closing actions. This model is founded in the systems view of the firm as developed by Sanchez and Heene (1996), where strategic gaps perceived by managers motivate actions to change the resource and competence base of a firm. In the analysis process derived from this model, several resource states must be identified and analyzed, especially those critical to competences that are needed to achieve sustained competitive advantages in targeted future markets. This approach to strategic gap analysis is also helpful in evaluating alternative gap-closing actions. In this context, M&A are shown to be particularly appropriate actions to fill numerous and large competence gaps especially with a high degree of interaction between involved resources.

The purpose of this paper is to examine whether original equipment manufacturing (OEM) suppliers can affect the development of buyer competence by manipulating two environmental factors: the development of competence in OEM supplier's external business relationships and the competitive pressure of the OEM supplier environment.

The sample population consisted of 1,000 OEM suppliers in the Taiwanese information technology (IT) industry. Partial least squares analysis was used to examine the causal relationships among the variables.

The empirical results revealed that the pressure of the external environment pushes OEM suppliers to develop competence through external business relationships. This competence in turn affects the development of buyer competence. Furthermore, OEM supplier impact on buyer competence development is positively associated with the importance of OEM supplier in outsourcing relationship.

The paper empirically examines whether the impacts of the OEM supplier derived from different sourced environments play distinct roles in the development of the OEM supplier's power.

This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This largely European-based theory challenges the conventional, dichotomous view of the business world as including firms and markets, arguing for the existence of relational governance structures (the so-called “interfirm cooperation”) in addition to hierarchical and transactional ones.

Extant research on strategic alliances has relied mainly on case and survey methodologies to examine strategic, structural and operational issues in alliance relationships. Demonstrates that experimental methodology can usefully be employed to examine important strategic and behavioural issues in ongoing alliances. Reports on an experiment involving role‐playing among 221 managers which was conducted to investigate determinants of satisfaction and continuity in a hypothetical marketing alliance. Indicates that alliance satisfaction and continuity are influenced positively by a partner′s commitment, competence and strategic compatibility. Finds commitment to be the strongest determinant of both satisfaction and continuity. Discusses implications of the findings and methodology employed and suggests future research directions.

When deploying a frigate to the Gulf of Aden as a part of the Operation Atalanta, the Norwegian Defence outsourced logistics to a TPL provider. The purpose of this paper is to explore the cooperation between the Defence and the TPL provider during the operation.

A qualitative design was chosen. Semi‐structured interviews were combined with relevant secondary sources. A theoretical framework formed the basis for the interviews.

No long‐term history existed between the parties before the cooperation, and no psychological contracts between individuals at tactical levels were made beforehand. Yet the cooperation was a success. It seems that this to a large degree depended on the individuals assigned to the project.

The research highlights the need to address not only how to design physical supply structures but also how to ensure adequate levels of collaborative competence within civil‐military project groups. Further research is needed to investigate how to embed key suppliers in Defence logistics structures and how supply chains for short‐term, limited deployments impact on logistics arrangements for the permanent structure of the Defence.

This research gives the Norwegian Defence valuable knowledge about how to collaborate with commercial logistics providers.

This research highlights challenges when embedding suppliers into military supply chains. This is of importance not just when supplying deployed forces but also when considering supplier integration, e.g. through PPP and PBL.

While advisory boards have been around for a long time, they have become rather commonplace in Silicon Valley (USA) in the past decade. In fact, they are so common for new ventures as to be unremarkable and taken for granted. However, there is really very little empirical evidence about advisory boards, how they work, why they work, or do not work, and the like. The purpose of this research is to explore and to discover how advisory boards operate in practice. A number of tentative conclusions arise from this investigation, which can provide guidance to entrepreneurs in the composition and disposition of advisory boards, and also offer clues to future researchers for topics requiring more focused and in‐depth inquiry.