This study is concerned about the role of competence utilisation in innovation strategy. Using a correlational analysis based on non‑parametric statistics, it validates the impact of competence utilisation in relation to venture performance by testing three hypotheses. Data was gathered via a survey instrument to extract The findings are as follows: (1) The level of utilisation in technology, product and market competencies, as manifested by its role in innovation strategy, is positively correlated to venture performance; (2) The impact of competence utilisation is the strongest on sales profitability, followed by company growth and then organisational effectiveness; and (3) In terms of relative impact on venture performance, technology competence is the most effective, followed by product and market competence.

A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specific technologies in supporting collaborative group structures including Communities of Practice, Centres of Practice, Special Interest Groups, Centres of Competence and Communities of Competence. In evaluating the utilisation of such technologies, the nature, purpose and capabilities of such group structures are analysed.

This paper develops a general framework for assessment and management of competence. It then illustrates a case study demonstrating how to pragmatically assist engineers and managers to confirm their competence, knowledge and understanding against occupational standards without placing undue pressure on their time. It proposes a form of continuous assessment over a 3‑6 month period using electronic evidence provided by the candidate in response to a set of focussed emailed questions to build up a paperless portfolio. It also briefly looks how the process can be extended to maintain and update competence and possible future steps to quantify the assessed competence based on weighted performance measures.

In this competitive age, knowledge is continuously being identified by both scholars and practitioners as the most competitive asset. Numerous organisations in todays knowledge‑intensive economy are keen not only to determine knowledge‑sharing but to als