edited by Joe Tidd (SPRU, University of Sussex, UK)

About Joe Tidd

The business and academic communities pay much interest to the concept of knowledge management and strategic competencies or core capabilities; that is, how organizations define and differentiate themselves. This book attempts to establish the links between strategic competencies, knowledge management, organizational learning and innovation management — specifically, how an organization identifies, assesses and exploits its competencies, and translates these into new processes, products and services.

The contributors to the book include leading researchers and consultants in the field. Adopting a practical but rigorous approach to the subject, they focus on the measurement, management and improvement of organizational, technological and market competencies, and identify the relationships with strategic, operational and financial performance.

• Strategic Competencies:
  • The Competence Cycle: Translating Knowledge Into New Processes, Products and Services (J Tidd)
  • What Are Strategic Competencies? (R Hall)
  • Making Strategy Happen (P Hiscocks & D Riff)
• Market Competencies:
  • Brands, Innovation and Growth: The Role of Brands in Innovation and Growth for Consumer Businesses (T Clayton & G Turner)
  • Technological and Market Competencies and Financial Performance (J Tidd & C Driver)
• Technological Competencies:
  • Technological Indicators of Performance (P Patel)
  • Assessing Technological Competencies (F Narin)
• Organisational Competencies:
  • Are There Any Competencies Out There? Identifying and Using Technical Competencies (D Griffiths & M Boisot)
  • Assessing Performance in Supply (R Lamming)
• Improving Competencies:
  • Innovation: A Performance Measurement Perspective (P K Ahmed & M Zairi)
  • Learning and Continuous Improvement (J Bessant)