LEADER 05858nam 2200745Ia 450 001 9910782214803321 005 20230829003511.0 010 $a1-281-86726-8 010 $a9786611867263 010 $a1-86094-813-8 035 $a(CKB)1000000000549868 035 $a(EBL)1214457 035 $a(SSID)ssj0000296953 035 $a(PQKBManifestationID)12094233 035 $a(PQKBTitleCode)TC0000296953 035 $a(PQKBWorkID)10328159 035 $a(PQKB)10899971 035 $a(MiAaPQ)EBC1214457 035 $a(WSP)0000P439 035 $a(Au-PeEL)EBL1214457 035 $a(CaPaEBR)ebr10698892 035 $a(CaONFJC)MIL186726 035 $a(OCoLC)854972465 035 $a(EXLCZ)991000000000549868 100 $a20060315d2006 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aFrom knowledge management to strategic competence$b[electronic resource] $emeasuring technological, market and organisational innovation /$fedited by Joe Tidd 205 $a2nd ed. 210 $aLondon ;$aImperial College Press ;$aHackensack, NJ $cDistributed by World Scientific Pub.$dc2006 215 $a1 online resource (452 p.) 225 1 $aSeries on technology management ;$vv. 3 300 $aDescription based upon print version of record. 311 $a1-86094-638-0 320 $aIncludes bibliographical references (p. 401-434) and index. 327 $aPreface to the Second Edition; Contents; List of Contributors; Part 1 - Strategic Competencies; Chapter 1 The Competence Cycle: Translating Knowledge Into New Processes, Products and Services Joe Tidd; Definition: Identifying and Measuring Competencies; Innovation: Translating Competencies into New Products, Processes and Services; Learning: Acquiring New Competencies; Knowledge acquisition; Information distribution; Organisational memory; Conclusions; Chapter 2 What are Strategic Competencies? Richard Hall; Introduction; Competitive Advantage; Strategic Competencies 327 $a"Find the Hero Inside Yourself"The valued attributes; The intangible resources which produce the valued attributes; Development scenarios; The Results of Empirical Work on the Role of Intangible Assets; A national survey into the contribution which intangible assets make to business success; The results of six case studies using product attributes and the four capabilities framework; The Knowledge-Based View of Strategy; Continuous and discontinuous learning; Conclusion; Appendix 1; The Morgan Car Company Analysis; Chapter 3 Making Strategy Happen Peter Hiscocks and Dan Riff; Introduction 327 $aBackgroundCommon Pitfalls in Making Strategy Happen; Principles that Underpin Strategy; The sum of individual actions must equal strategy; Less is more; Management must pay attention up-front; Accelerate innovation through a system approach; Bridging Vision and Reality: What is an Innovation Strategy?; Making Choices: Translating Strategy Into Action; Strategic impact and alignment; Risk and return; Resource analysis; Measuring the Progress and Impact of Action; Who does this Right and Why?; Leading Financial Services Concern; Overview; The problem; The approach; The solution; The results 327 $aPart 2 - Market CompetenciesChapter 4 Brands, Innovation and Growth: The Role of Brands in Innovation and Growth for Consumer Businesses Tony Clayton and Graham Turner; Benchmarking Business Performance; Benchmarks for Growth; Do Brands Help Growth?; Scope of the Study; The Role of Brands; What the Evidence Shows; Competitiveness and Growth; Brands and Innovation; Competition, Innovation and Growth; Conclusions; Implications for Policy and for Management; Chapter 5 Technological and Market Competencies and Financial Performance Joe Tidd and Ciaran Driver; Introduction; Measures of Innovation 327 $aMeasures of Innovation and Financial PerformanceTowards a Synthesis of Measures; Conclusions; Chapter 6 Building Knowledge Management Capabilities for Innovation Projects David Tranfield, Malcolm Young, David Partington, John Bessant and Jonathan Sapsed; Background - Innovation and Strategic Advantage; The "D-R-N" Process Model of Innovation; Research Methodology; Unit of analysis - The organisational routine; Approach; Sample; Data collection; Validating the data; Case 1 Radical Product Innovation - Computer-based Training Solutions; Innovation narrative; Enabling activities 327 $aBlocking activities 330 $aThe business and academic communities continue to have an interest in the concepts of knowledge management and strategic competencies or core capabilities. This book attempts to establish the links between strategic competencies, knowledge management, organisational learning and innovation - specifically, how an organisation identifies, assesses and exploits its competencies, and translates these into new processes, products and services.The contributors to this book include leading researchers and practitioners in the field. Adopting a practical but rigorous approach to the subject, they focu 410 0$aSeries on technology management ;$vv. 3. 606 $aCore competencies 606 $aKnowledge management 606 $aOrganizational learning 606 $aStrategic planning 606 $aTechnological innovations$xManagement 615 0$aCore competencies. 615 0$aKnowledge management. 615 0$aOrganizational learning. 615 0$aStrategic planning. 615 0$aTechnological innovations$xManagement. 676 $a658.4/012 701 $aTidd$b Joseph$f1960-$0144924 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910782214803321 996 $aFrom knowledge management to strategic competence$93799012 997 $aUNINA