The core message of this volume is that each firm needs to align its international strategy carefully with competition. In particular, consciousness to potential obstacles to strategy implementation simplifies a firm’s efforts to cope with changing landscapes of international competition. The model for competitive international strategy draws on resource-based theory of strategy. Essentially, the theory predicts that tangible and intangible resources constitute a viable ground for strategy, and alignment leads to competitiveness. The model contributes to the theory in four major ways. First, the model shows that strategy implementation mediates the effect of strategy on sustainable competitiveness, and implementation activities need to fit the strategy. Second, competition needs to be incorporated explicitly in a resource-based model as a moderator of direct relationships between model components. Third, knowledge-based theory complements resource-based theory regarding resource foundations of strategy. Fourth, additional theories complement the applications of resource-based theory and knowledge-based theory, including contingency theory, the theory of industrial organization, and competitive dynamics theory.