Introduction. (R. Sanchez, A. Heene). Part I: Resources in Competence Management Processes. Probing into the nature of resources: Sustainable advantages and appropriable rents in the U.S. motion picture industry. (J. Shamsie). The valuation of resources: Looking through the eyes of the customer. (S. Santema, J. van de Rijt). Competence systemics and survival: Simulation and empirical analyses. (R. Durand, Z. Guessoum). A model of resources refinement. (H. Proff). Facilitating the development of the organizational competence: Managerial expertise. (J.A. Black). Product design as a core competence in a design oriented industry. (H. M kinen). Part II: Stakeholders in Competence Management Processes. Building strategic HRM practices within the competence-based view: Introducing a CBM-based strategic HRM framework. (T.J. Lehtonen). Systemic competence management in support of the viability of organizations. (S. Libbrecht, Peter Vandevyvere). Building competence in corporate citizenship in healthcare organizations. (B.B. Longest). The industrial district as a social system: Influence of proximity on value creation. (F. Xavier Molina-Morales, M. Teresa Martinez-Fernandez). Practical issues in implementing the stakeholder view as a core competence. (E. Ruhli, S. Sachs). Part III: Managing Organizational Renewal. Strategic renewal in the Dutch financial services sector: Renewal trajectories from a competence-based perspective. (B. Flier et al.). Simulation of the emergence of the organizational competence: Context-for-learning. (J.A. Black, J.P. King, R.L. Oliver). Competence building, corporate renewal, and value creation - A case study. (P-Xavier Meschi, Eric Cremer).