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

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Bibliografische gegevens
Hoofdauteur:	Tidd, Joe
Formaat:	E-boek
Taal:	English
Gepubliceerd in:	Singapore : World Scientific Publishing Company, 2006.
Editie:	2nd ed.
Reeks:	Series on technology management.
Onderwerpen:	Core competencies. Knowledge management. Organizational learning. Strategic planning. Technological innovations > Management. Core competencies Knowledge management Organizational learning Strategic planning Technological innovations > Management
Online toegang:	Click for online access

Inhoudsopgave:

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.

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

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