Contents -- Preface to the Second Edition -- 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 -- Background -- Common 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 Competencies -- Chapter 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 Performance -- Towards 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 -- Blocking activities -- Case 2 Radical Process Innovation - Reorganisation of Psychiatric Services -- Innovation narrative -- Enabling activities -- Blocking activity -- Case 3 Incremental Product Innovation - Use of Global Positioning System -- Innovation narrative -- Enabling activities -- Blocking activities -- Case 4 Incremental Process Innovation - Work Breakdown Structure -- Innovation narrative -- Enabling activities -- Blocking activities -- Discussion -- Synthesising a process approach to managing knowledge for innovation -- Knowledge management - A description and definition.

Conclusions - Implications for Theory and Practice -- Part 3 - Technological Competencies -- Chapter 7 Technological Indicators of Performance Pari Patel -- Introdution -- The Major Measures of Technological Activity -- Research and Development (R&D) -- Patenting activity -- Direct measurement of innovation -- Technical employees -- Technological Indicators of Performance: What We Know -- Impact of Technological Activities on Firm Performance -- Production function approach -- Market value approach -- Relationship between technology and profitability -- Firm size and technological performance -- Measuring and mapping technological competencies -- Characteristics of technological competencies -- Technology and product diversification and corporate performance -- Geographic spread of technological competencies within firms -- Conclusions -- Acknowledgement -- Chapter 8 Assessing Technological Competencies Francis Narin -- General Introduction -- Technical Introduction -- Company identification and reassignments -- Technology categorisations -- Identifying important patents -- Research Background -- Science citation analysis -- Basics of patent citation analysis -- Economic and policy analysis -- Indicator Definitions -- Number of patents -- Company name unification -- Company restatement -- Reassignments -- Restatement limitation -- Choice of companies -- Specifically: -- Patent growth percentage and percentage of company patents according to area -- Cites per patent -- Current impact index (CII) -- Technology strength (TS) -- Technology cycle time -- Science linkage -- Science strength -- Conclusions -- Chapter 9 The Complex Relations Between Communities of Practice and the Implementation of Technological Innovations Donald Hislop -- Introduction -- Theorisation on Communities of Practice and Innovation Processes.

Organisational Context: Organisation-Wide Innovations, Fragmented Knowledge, and Multiple Communities of Practice -- Relations Between Communities of Practice and Innovation Processes -- Ambiguous effects: Neth-Bank -- Inhibiting knowledge sharing: Clashes between functional communities -- Local community loyalties: Resistance and transcendence -- Discussion -- Relations between communities of practice and innovation processes -- The (not insignificant) difficulties of knowledge sharing between communities -- The potential and unexplored dark side of communities of practice -- Conclusion -- Part 4 - Organisational Competencies -- Chapter 10 Are There Any Competencies Out There? Identifying and Using Technical Competencies Dorothy Griffiths and Max Boisot -- The Resource-Based View of the Firm -- The Concept of Core Competence -- Identifying Core Competencies -- The C-Space -- The social learning cycle -- Core competencies and the C-Space -- The paradox of value: Creating value in the C-Space -- Managing the Paradox of Value -- Applying the C-Space to the Exploration of Core Competencies: Our Methodology -- Stage one: Pre-workshop preparation -- The level of technology aggregation -- Breaking the technology down into its constituent elements -- Identifying the mapping orientation -- Selecting the workshop participants -- Stage two: Workshop introduction -- Stage three: Identifying key linkages -- Stage four: Mapping technologies and linkages -- Codified -- Diffused -- Undiffused -- Stage five: Interpretation -- Some Lessons -- Chapter 11 The Organisation of "Knowledge Bases" Jonathan Sapsed -- Introduction -- Cross-Functional Teamworking -- Teamworking, Identity and Communities of Practice -- Method -- The Case Studies -- Organisational change and the role of boundary objects -- LandTraining Simulations -- Visual Displays.

Effects on knowledge integration -- LandTraining Simulations -- Visual Displays -- Loss effects and problems -- LandTraining Simulations -- Visual Displays -- Deployment of expertise -- LandTraining Simulations -- Visual Displays -- Evolution -- LandTraining Simulations -- Visual Displays -- Conclusions -- The antinomy of cross-functional diversity and specialisation -- Organisation design and knowledge bases -- Acknowledgements -- Chapter 12 Assessing Performance in Supply Richard Lamming -- Origins -- The Mechanisms -- Conceptualising the Techniques -- What Role do These Systems Play? -- Supply Performance Measurement in the Modern Context -- Summary -- Acknowledgments -- Part 5 - Improving Competencies -- Chapter 13 Innovation: A Performance Measurement Perspective Pervaiz K. Ahmed and Mohamed Zairi -- Introduction: Performance Management in the Modern Business Context -- Performance Measurement -- Performance Measures -- Phases of Performance Measurement -- Performance Measurement Systems -- Performance Measurement and Innovation -- Strategy and Measurement -- Effective Performance Measurement Systems -- Models of Integrated Performance Measurement -- Strategic measurement and reporting technique (SMART) -- Quantum performance measurement model -- Balanced business scorecard -- Strategic measurement systems (SMS) -- Measurement and Metrics in Practice -- Case study one: ICL -- Product-based meassures -- Process-based measures -- Case study two: Hewlett-Packard -- Designer-customer interactions -- Overall effectiveness of product development -- Overall effectiveness of the innovation process -- Other measures -- Case study three: Exxon Chemical -- In-process measures -- Results-based measures -- Definitions -- Case study four: Measurement of R&D at Dupont -- (i) R&D core processes: -- (ii) Customer needs groups: -- Internal measures.

(i) Human development.