Strategic Networks Learning to Compete

This book explores the creation of 'learning networks' and sheds light on how they function:- real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks.

• Written by international experts in the field of global strategy.
• Contributions have been selected for their insights and interdependence between organizational learning and networks.
• Looks at topics such as real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks.

One of the most fundamental processes in business competition is inter-organizational learning. To create and distribute value across organizational boundaries companies need to learn from their competitors. Increasingly it is clear that the learning process depends on the creation of a complex set of networks across organizations. This book explores the creation of 'learning networks' and sheds light on how they function:- real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks.

The contributing authors are leading international experts in the field of global strategy whose chapters have been selected for their insights into the interdependence between organizational learning and networks.

Michael Gibbert is an Assistant Professor at the Institute for Business Management at Bocconi University in Milan. Prior to joining the faculty at Bocconi, he held appointments at Stellenbosch, INSEAD, Yale, and St. Gallen, where he also studied for his Ph.D.

Thomas Durand is professor of business strategy at Ecole Centrale Paris where he heads the “Technology & Strategy » research lab. He is also Chairman of CM International, a management consultancy with 40 staff in offices in Paris, Cardiff and Madrid.