Strategic Integration: Competing in the Age of Capabilities

By Prof. H. Fuchs, Kenneth E. Mifflin, Danny Miller, J. O. Whitney. 2000

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SMEs' Radical Product Innovation: The Role of Internally and Externally Oriented Knowledge Capabilities** (2014, background): “It fuels and renews competitive advantage as firms mature (Branzei and Vertinsky 2006; Fuchs et al. 2000), and it stimulates growth (Wolff and Pett 2006) and survival (Vermeulen 2005).”
Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs (2010, background): “Fuchs et al. (2000) argue that the integration capabilities and alignment of all the necessary elements provide the competitive advantage of a combination strategy and that these capabilities are as important as the positioning effect of a generic strategy.”
Innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector: a resource‐based view (2010, background): “SMEs in the manufacturing sector develop competitive advantage through their staffs’ creative potential to develop differentiated products for niche markets (Damanpour 1992; Fuchs et al., 2000).”
Dynamic Capability Building in Service Value Networks for Achieving Service Innovation (2009, background): “Based on extant literature, Fuchs et al. (2000) examine innovation in the context of dynamic capabilities and define the innovation capability as a higher-order integration capability (i.e., the ability to mould and manage multiple capabilities).”