Beyond best practice

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<title>Beyond best practice</title>
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<title>Sloan management review</title>
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<name type="personal" usage="primary" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080099978">
<namePart>Gratton, Lynda</namePart>
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<namePart>Ghosal, Sumantra</namePart>
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<dateIssued encoding="marc">2005</dateIssued>
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<abstract>This article is based on our case research over the lest five years into how dynamic capabilities lead to competitive advantage. We focused on companies that had demon-strated superior performance from 1997 to 2002, compared to their peers. However, superior performance can be a result of other factors, such as a monopoly, extensive regulations or heavy use of patents. We chose companies whose success was not due to those factors. We studied eight firms and use data from three of them in this article</abstract>
<note type="statement of responsibility">Lynda Gratton, Sumatra Ghoshal</note>
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<topic>Estrategia empresarial</topic>
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<topic>Empresas</topic>
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<topic>Industrias</topic>
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<topic>Prácticas laborales</topic>
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<topic>Competitividad</topic>
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<topic>Ventaja competitiva</topic>
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<topic>Casos prácticos</topic>
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<title>Sloan management review</title>
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<identifier type="local">MAP20077000185</identifier>
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<text>Vol. 46, nº 3, Spring 2005 ; p. 49-57</text>
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