From Knowledge Management to Strategic Competence

The following sections are included:

• Preface to the Third Edition

• Contents

The following sections are included:

• Introduction

• Literature Review
  • RBV and DCV
  • Business diversification

• A New Framework for Business Diversification

• A Case of Resource-based Business Diversification

• Concluding Remarks

• Acknowledgements

The following sections are included:

• 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

The following sections are included:

• Introduction

• Theoretical Background
  • Innovation-related operational capabilities
  • Development of operational capabilities
  • The role of dynamic capabilities in developing operational capabilities

• Research Design and Methods
  • Data collection
  • Data analysis

• Results

• Discussion and Conclusions

The following sections are included:

• 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

The following sections are included:

• Introduction

• Measures of Innovation

• Measures of Innovation and Financial Performance

• Towards a Synthesis of Measures

• Conclusions

The following sections are included:

• 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 activity

• Case 4: Incremental Process Innovation—Work Breakdown Structure
  • Innovation narrative
  • Enabling activities
  • Blocking activity

• Discussion
  • Synthesising a process approach to managing knowledge for innovation
  • Knowledge management—a description and definition

• Conclusions — Implications for Theory and Practice

The following sections are included:

• Introduction

• The Major Measures of Innovation Activity
  • Research and Development (R&D)
  • Patenting activity
  • Direct measurement of innovation
  • Technical employees

• Indicators of Innovation Performance: What We Know
  • Impact of innovation activities on firm performance
  • Firm size and innovation performance
  • Measuring and mapping technological competencies

• Conclusions

The following sections are included:

• 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
  • Cites per patent
  • Current impact index (CII)
  • Technology strength (TS)
  • Technology cycle time (TCT)
  • Science linkage
  • Science strength

• Conclusions

The following sections are included:

• Introduction

• Theorization on Communities of Practice and Innovation Processes

• Organizational Context: Organization-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

The following sections are included:

• Introduction

• Literature Review and Hypotheses
  • Ambidexterity and innovation
  • Organizational context as an antecedent of innovation ambidexterity
  • The moderating role of competences

• Methods
  • Data collection
  • Measurements and questionnaire development

• Results

• Discussion
  • Contributions
  • Implications for theory
  • Limitations and suggestions for future research

• Conclusion

• Appendix

• Short-term organizational focus

• Long-term organizational focus

The following sections are included:

• Introduction

• Cross-functional Teamworking

• Teamworking, Identity and Communities of Practice

• Method

• The Case Studies
  • Organisational change and the role of boundary objects
  • Effects on knowledge integration
  • Loss effects and problems
  • Deployment of expertise
  • Visual Displays
  • Evolution

• Conclusions
  • The antinomy of cross-functional diversity and specialisation
  • Organisation design and knowledge bases

• Acknowledgements

The following sections are included:

• Introduction

• Theory
  • Innovation rigidities
  • Innovation rigidities and strategic approaches
  • Innovation rigidities and dynamic capabilities

• Empirical Study
  • Sample
  • Model
  • Measures
  • Measurement validity
  • Results

• Discussion

• Appendix

The following sections are included:

• 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
  • Case study two: Hewlett–Packard
  • Case study three: Exxon Chemical
  • Case study four: Measurement of R&D at Dupont

• Leaning Points from the Case Studies

• Final Comments

The following sections are included:

• Introduction: The Importance of Learning

• Organisational Routines to Enabling Learning

• Continuous Improvement

• CI and Learning/Competence Building

• Characteristics of Learning Organisations

• Developing CI Capability

• A Reference Model for CI Capability

• Learning to Learn
  • Extending the scope of high involvement innovation

• Conclusions

The following sections are included:

• Introduction

• Open, User-centric Innovation in Project-based Organizations

• Method

• Empirical Context: An Introduction to TECs

• Micro- and Meso-level Mechanisms Contributing to Open, User-centric Innovation
  • Dynamics of generative interaction
  • Dynamics of degenerative interaction

• Discussion and Conclusion

The following sections are included:

• Bibliography

• Index