Twenty-five years have elapsed since Porter (1985) introduced the concept of competitive advantage and the creation of superior business performance into the literature and therewith embossed our thinking of how organizations compete. The most widely accepted definition is that competitive advantage is the ability of a firm to create more economic value for customers than its competitors through differentiation on the one or cost leadership on the other hand. Subsequent developments of this area of research emphasize the importance of social values to achieve competitive advantage. Of course, not only in the for-profit, but also in a nonprofit context, organizations achieve competitive advantage systematically (Porter/Kramer 2002; 2006; Kong/Prior 2008).