Introduction. (R. Sanchez, A. Heene). Part I: Managing Boundary-Spanning Activities in Competence Building and Leveraging. Limitations and Challenges of Benchmarking: A Competence-Based Perspective. (J. Freiling, S. Huth). The Impact of Management Consulting Firms on Building and Leveraging Clients' Competences. (M.G. Baaij, F.A.J. Van den Bosch, H.W. Volberda). On the Relation Between Information Technology and Interorganizational Competitive Advantage: A Competence Perspective. (P.W.L. Vlaar, F.A.J. Van den Bosch, H.W. Volberda). Part II: Networks and Alliances in Competence Building and Leveraging Processes. Developing Capabilities through Networks: A Step-by-Step Process. (S. De Wever et al.). Competitive Advantages of the Firm Based on Geographical Embeddedness: A Case Study. (F. Xavier Molina-Morales). Competence Based Management and Strategic Alliances. (J. Rajendran Pandian, Peter McKiernan). Developing Alliance Capabilities in a New Era. (G. Duysters, K.H. Heimeriks). Managing Inter-Organizational Transfer of Competence: A Case Study. (F. Prevot). Part III: Competitive Interactions in Competence Leveraging Activities. The Quest for Strategic Groups and the Competence-based View. (N. Houthoofd, A. Heene). Competing for Resources and Capabilities in Dynamic Factor-Markets. (N.A. Dentchev, A. Heene). The Sustainability of Exploitation Positions: A Theoretical Analysis based on Transaction Cost Economics and the Resource Based View. (M. Rese, B. Engel).