Are There Any Competencies Out There? Identifying and Using Technical Competencies

Dorothy Griffiths and Max Boisot
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Dorothy Griffiths: Imperial College Management School, University of London, 53 Princes Gate, Exhibition Road, London SW7 2PG, UK
Max Boisot: Imperial College Management School, University of London, 53 Princes Gate, Exhibition Road, London SW7 2PG, UK

Chapter 8 in From Knowledge Management to Strategic Competence:Measuring Technological, Market and Organizational Innovation, 2000, pp 199-228 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe following sections are included:The Resource-Based View of the FirmThe Concept of Core CompetenceIdentifying Core CompetenciesThe C-SpaceThe social learning cycleCore competencies and the C-spaceThe paradox of value: Creating value in the C-SpaceManaging the Paradox of ValueApplying the C-Space to the Exploration of Core Competencies: Our MethodologyStage one: Pre-workshop preparationThe level of technology aggregationBreaking the technology down into its constituent elementsIdentifying the mapping orientationSelecting the workshop participantsStage two: Workshop introductionStage three: Identifying key linkagesStage four: Mapping technologies and linkagesStage five: InterpretationSome Lessons

Keywords: Competencies; Intangible Resources; Competitive Advantage; Valued Attributes; Knowledge Management; Purchasing; Procurement; Supply; Supplier Relationship; Supply Chain Management; Performance Measurement and Relationship Assessment; Innovation; Innovation Management; Product Development Management; Portfolio Management; Resource Selection; Product-Line Architecture; Risk Return Matrix; Strategic Alignment Matrix; Resource Mountain Chart; Innovation in Banking (search for similar items in EconPapers)
Date: 2000
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