| Creativity can be defined as problem identification | | | | dynamic capabilities, particularly in a world of |
| and idea generation whilst innovation can be defined | | | | innovation based competition. |
| as idea selection, development and commercialisation. | | | | Whilst a core competence is a source of competitive |
| There are other useful definitions in this field, for | | | | advantage, not all competitive advantages arise from |
| example, creativity can be defined as consisting of a | | | | core competencies. |
| number of ideas, a number of diverse ideas and a | | | | Often seemingly unassailable advantages prove |
| number of novel ideas. | | | | transitory because of a change of underlying factors. |
| There are distinct processes that enhance problem | | | | The very existence of competitive advantage sets in |
| identification and idea generation and, similarly, distinct | | | | motion creative innovations that, as competitors |
| processes that enhance idea selection, development | | | | strive to level the playing field, cause the advantage |
| and commercialisation. Whilst there is no sure fire | | | | to dissipate. |
| route to commercial success, these processes | | | | Recognition of, and adaptation, to change is thus a |
| improve the probability that good ideas will be | | | | pre-requisite of successful strategy. For many |
| generated and selected and that investment in | | | | organisations, the only truly sustainable advantage |
| developing and commercialising those ideas will not be | | | | comes from out-innovating the competition. |
| wasted. | | | | These and other topics are covered in depth in the |
| Core Competency and Competitive Advantage | | | | MBA dissertation on Managing Creativity & |
| A core competence is one which critically underpins | | | | Innovation, which can be purchased (along with a |
| the organisation's competitive advantage. Companies | | | | Creativity and Innovation DIY Audit, Good Idea |
| can differentiate themselves from their competitors | | | | Generator Software and Power Point Presentation) |
| with specific core competencies, but often not for | | | | from |
| long. The differentiation is difficult to sustain and can | | | | You can also receive a regular, free newsletter by |
| often be imitated by competitors. | | | | entering your email address at this site. |
| The integration (and attainment) of constituent skills | | | | You are free to reproduce this article as long as no |
| that is the distinguishing mark of a core competence, | | | | changes are made and the author's name and site |
| is achieved and sustained through developing strong | | | | URL are retained. |