There continues to be much interest in the business and academic
communities in the concept of strategic competencies or core
capabilities, in other words, how organisations define and differentiate
themselves. More recently, this field has fragmented into a number of
related disciplines with subtle differences in focus: Knowledge
management -- how organisations identify, share and exploit their
internal competencies, in particular the knowledge of
individuals.Organisational learning -- the relationship between
individual and organisational knowledge and how organisations 'unlearn'
past competencies and acquire new competencies.Strategic management --
how competencies can be assessed, and how these contribute to
performance.Innovation management -- how such competencies are
translated into new processes, products and services.This book aims to
integrate strategic and knowledge management approaches to capability
building with the development of competencies by bringing together the
latest research and practices from international experts in the field.
This third edition has been fully updated with five new chapters.