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In the dynamic environment of the 1990s, a new emphasis is emerging in strategic management. There is a realization that certain key processes are directly linked to competitiveness and that these processes are an essential part of strategy. Organizational capabilities are now being seen as at least as important as market positions in the development of strategy and the building of enduring competitive advantage. This book explores these key processes (innovation, learning, structuring, leading and renewing) and their links with competitiveness. Leavy takes a harder look at the so-called "softer" variables in strategy, from the perspective of the management process analyst but with economic theory in support. The approach is thematic, combining a strong grounding in practical questions, with a range of theoretical perspectives. The book is presented as a thematic companion to a case-based approach to teaching strategic management and should be or interest to educators working at senior undergraduate, MBA and executive development levels.