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.

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 and D. Riff. Market competencies: brands, innovation and growth - the role of brands in innovation and growth for consumer businesses, T. Clayton and G. Turner; technological and market competencies and financial performance, J. Tidd and C. Driver. Technological competencies: technological indicators of performance, P. Patel; assessing technological competencies, F. Narin. Organizational competencies: are there any competencies out there? Identifying and using technical competencies, D. Griffiths and M. Boisot; assessing performance in supply, R. Lamming. Improving competencies: innovation - a performance measurement perspective, P.K. Ahmed and M. Zairi; learning and continuous improvement, J. Bessant.