In this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage.
Part 2: Organizational Learning and Strategic Capability
What an organization is capable of doing in its various markets determines its success in attracting and maintaining customers. Organizational capabilities that are both valued by customers and difficult for other organizations to imitate are thus critical sources of competitive advantage. The next three chapters argue that such capabilities are ...