From Individual Competence to Organizational Capability: Leveraging Insights From Organizational Learning to Improve Negotiated Results in the 21st Century Enterprise

Twenty-first century organizations are increasingly virtual and networked. The average Fortune 500 firm derives approximately one third of its revenue and market capitalization from alliances with other companies (deMan, Duysters, & Neyens, 2009; Margulis & Pekar, 2001). Firms also continue to outsource more and more of their operations—from research and development (R&D), to product design, to manufacturing, as well as internal management infrastructure (e.g., information technology [IT], human resource [HR], finance). In fact, the average company currently spends one half of every dollar in revenue with external suppliers (Minahan & Vigoroso, 2002).