Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte.The research question of the article is: Does the competence-based view, representing a theory of sustaining competitive advantage, offer simultaneously a comprehensive theory of the firm? In order to develop an answer, it appears to be necessary to elaborate the theoretical basis of the competence-based view by delimitating this perspective from the resource-based one. The scrutiny suggests that the competencebased view represents a theory of the firm with other answers than current theories of the firm in use. Moreover, not all the answers of the competence-based view as to the theory of the firm are convincing. Therefore, fundamental weaknesses and shortcomings, which can be dispelled, are pointed out. Key words: Competence-based view, resource-based view, theory of the firm, isolating mechanisms, open system view

The hubris tradition of research has been criticized for limiting its scope by associating hubris predominantly with detrimental leadership behaviours. To counteract this bias, we provide a more nuanced exploration of hubris and consider both beneficial and detrimental manifestations of hubris in start‐up founders’ leadership behaviours. Our analysis, based on qualitative data from expert interviews and two case studies, indicates that, whilst hubristic start‐up founders are likely to fail overall, they also excel in creating and communicating visionary scenarios, steering employees through critical situations, and extracting commitment from third parties. These under‐researched ‘bright’ manifestations of hubris allow start‐up founders to lead their venture towards a stage, in which their visionary power and resilience become crucial prerequisites for economic progress. Our findings extend knowledge on hubristic leadership, offer new directions for the hubris tradition of research, and open up avenues for future research with a more balanced view of hubris.

Exploiting the potential and tackling the problems of resource-based and competence-based research, this paper develops a proposal for a competence-based theory of the firm (CbTF). The CbTF is based on the fundamentals of market process theory and is independent of existing approaches to explaining the nature of the firm. The paper addresses the basics of the theory in terms of the philosophy of science by referring to the Lakatos model and the position of CbTF in organization theory. The fundamental question of the nature of the firm is approached by the notion of an organizational `ambiente' and by using findings of entrepreneurship research.

ArticleOrganizational culture as the glue between people and organization: A competence-based view on learning and competence building Is organizational culture a catalyst of competence development? This paper argues it is. The reason for this is that organizational culture fosters the process of learning and competence building and works as a glue between people and the organization they belong to. We employ a most recently developed approach belonging to market process theory, the so-called 'competence-based theory of the firm', to explain these causal relationships.

The objective of this paper is to investigate how diaspora and returnee entrepreneurs use networks in the country of origin (COO) and country of residence (COR) and which benefits they gain from such networks. Research Design & Methods:The exploratory case study research was chosen. Faceto-face semi-structured interviews with the entrepreneurs were conducted to identify their network dynamics. Findings: Ghanaian diaspora entrepreneurs benefit mainly from networks in the COR and Ghanaian returnee entrepreneurs from networks in the COO. These findings are not fully consistent with the assumption of previous scholars that diaspora and returnee entrepreneurs intensively use both COO and COR networks. Implications & Recommendations:The network usage of diaspora and returnee entrepreneurs varies to a large extent depending on industry, personal background and human capital. It is necessary to research more intensively the heterogeneity within diaspora entrepreneurship. Contribution & Value Added: This paper contributes to the development of understanding of heterogeneity in diaspora and returnee entrepreneurship. The cases present that the degree and balance of mixed embeddedness of returnee and diaspora entrepreneurs in COO and COR may differ to a large extent and they influence how they benefit from different type of networks in both countries. Article type:research paper