From Knowledge Management to Strategic Competence : Measuring Technological, Market and Organisational Innovation.

From Knowledge Management to Strategic Competence : Measuring Technological, Market and Organisational Innovation.

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Библиографические подробности
Главный автор: Tidd, Joe
Формат: eКнига
Язык:English
Опубликовано: Singapore : World Scientific Publishing Company, 2006.
Редактирование:2nd ed.
Серии:Series on technology management.
Предметы:
Core competencies.
Knowledge management.
Organizational learning.
Strategic planning.
Technological innovations > Management.
Core competencies
Knowledge management
Organizational learning
Strategic planning
Technological innovations > Management
Online-ссылка:Click for online access
Оглавление:
  • Preface 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.
  • "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.
  • BackgroundCommon 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.
  • Part 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.
  • Measures 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.

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