A growing movement in strategic management seeks to use concepts of “competence” or “core competencies” to develop new insights into the nature of inter-firm competition and potential sources of competitive advantage (Sanchez, Heene, & Thomas, 1996). Adapting many concepts developed under the banners of the “resource-based view of the firm” (Penrose, 1959; Lippman & Rumelt, 1982; Peteraf, 1993) and of “dynamic capabilities” (Teece, Pisano & Shuen, 1990), this growing movement regarding competence appears to be building a conceptual framework capable of addressing key dimensions of strategic competition previously not adequately addressed (Sanchez, Heene, & Thomas, 1996).