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This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability. Dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long- run business performance. The microfoundations of dynamic capabilities—the distinct skills, processes, procedures, organizational structures, decision rules, and disciplines—which undergird enterprise-level sensing, seizing, and reconfiguring capacities are difficult to develop and deploy. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems, but also shape them through innovation and through collaboration with other enterprises, entities, and institutions. The framework advanced can help scholars understand the foundations of long-run enterprise success while helping managers delineate relevant strategic considerations and the priorities they must adopt to enhance enterprise performance and escape the zero profit tendency associated with operating in markets open to global competition. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The spatial scope of knowledge flows is a topic of fierce debate. While several studies have focused on single modes, the aim of this paper is to look at different knowledge flows originating from individual scientists, namely, scientific and industrial collaboration, entrepreneurial activities and human capital formation. The analysis is based on qualitative data acquired from interviews with distinguished German scientists from the disciplines of science and technology. It was found that the excellence of star scientists manifests itself in several ways. However, the results do not confirm the expectation that knowledge flows are predominantly locally embedded. The impact on the local economy was especially low for industrial collaborations. [ABSTRACT FROM AUTHOR]

The current entrepreneurial environment increasingly makes demands on the recognition of driving forces influencing value creation. Intangible assets, first of all knowledge are becoming such driving forces. The paper emphasizes the role of knowledge in enterprise also in continuity with the management of new competences on the new global market. In brief, it presents some methods of measurement of intangible assets performance, the part of which is knowledge. In conclusion the paper emphasizes requirements for monitoring and valuation of intangible property performance with the emphasis on knowledge capital. [ABSTRACT FROM AUTHOR]

The study investigates the impact of internal marketing philosophy on implementing strategic goals to leverage an innovative internal marketing concept for business growth. In the context of firms’ strategic orientation, the organization’s development, market position, and practices used to promote the desired organizational behavior are being examined. The paper focuses on large companies in Greece, which belong to the retail, manufacturing, and healthcare sectors. Moreover, these companies have been certified by “Great place to work.” A qualitative method via Nvivo software was used. Data were collected from 10 semi-structured interviews. Participants are executives with significant working experience and different managerial positions. The findings document the impact of the internal marketing concept on company development through policies concerning strengthening the organization’s presence and recruiting qualified employees. Moreover, the influence of the internal marketing concept on an organization’s market position with regard to a positive working environment and management style is highlighted. Finally, team environment emerges as a dominant trait in the organizational context, while values such as honesty, integrity, and reliability appear as critical features of the desired behavior. The study provides an updated managerial perspective by establishing a link between the theory of internal marketing and business process mapping. The results enable executives to focus on elements that better serve the implementation of strategic goals. Acknowledgment This study has been funded by the University of West Attica / Special Account for Research Grants.

The paper begins by briefly presenting the "eclectic" perspective on the multinational enterprise (MNE), then shows how the addition of the concepts of entrepreneurship, knowledge management, and dynamic capabilities provides a more useful set of variables for theorizing about the MNE. The normative conclusion advanced is that entrepreneurial management, knowledge awareness, and strong dynamic capabilities are necessary to sustain superior MNE performance in fast-moving global environments.