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This paper posits that innovation as a competence generic from individuals and the environment in which they are engaged. It focuses on individuals by proposing a method for measuring innovation as a competence. It is postulated here that innovation as a competence involves a set of competencies such as: visioning, ability to generate ideas, internal and external networking relationship, ownership to the organisation, stretch mindset, focus on tasks and decision making. However, these competencies are determined by gender, age, reading habits and educational background of individuals, etc. It is attempted here to construct an empirical model and analyse the impacts of the determining parameters on innovation as a competence. The empirical analysis suggests significant differentiating determinants. The study has been carried out in an Indian information technology company. The findings may facilitate human resource decision making relating to competency management.Keywords: innovation as a competence; information technology industry; human resource development; empirical research; ordinal logistic regression; business innovation and research.Reference to this paper should be made as follows: Waychal, P., Mohanty, R.P. and Verma, A. (2011) 'Determinants of innovation as a competence: an empirical study', Int. Determinants of innovation as a competence193 Biographical notes: Pradeep Waychal is engaged in Research in IT-enabled Business Transformation and Innovation Management at IIT Mumbai and has over 25 years of industry and academic experience. His other research interest areas include technology, people and quality management. R.P. Mohanty is the Chair Professor and Dean with ITM Group of Institutions located in various metro cities of the country. He has 32 years of academic experiences in institutes of national (India) importance and in some foreign universities. He has ten years of industry experience in top management positions. He advises academic institutions and industries, supervises research scholars and undertakes sponsored research projects. He has published more than 250 papers in scholarly peer reviewed international journals and has also authored eight books. Many professional institutions both in India and abroad have honoured him.Ajit Verma is engaged in Research and Academic Development Work for the last 25 years of his career and has published more than 180 papers in international conferences and journals of repute. He is on many editorial boards. His research interests are software quality assurance and innovation management.

The key issue in today’s dynamic and competitive global scenario is how to develop, utilize and sustain continuously the knowledge potentials in an enterprise. This issue is about knowledge management. In this paper, an attempt is made to discuss the various issues of a learning organization and present an organizational learning model, which has helped to evaluate manufacturing strategies and select advanced manufacturing technology, based on strategic, tactical and monetary factors. The efficacy of the model is illustrated through an application.

Underlines the dominance of the service sector in the future global economy and explains the characteristic features and elements of a service organization. Explains that with the growing maturity of society with respect to education, culture and standards of living, the user expectations and demands for improved quality of service are increasing. This is part of the pressure causing service organizations to explore total quality management (TQM) as a means of driving quality improvement into all their activities. Outlines a framework for implementing TQM within the service sector.

The purpose of this paper is to capture varied perspectives of one of the important elements in the management of services known as service quality. This paper proposes that the current key focus for service academics should provide direction for planning, design and implementation framework to enhance the practical effectiveness of service quality. It deals with the fundamental concepts that underlie the subject of managing for service quality, and defines key terms and makes critical distinctions. It helps to identify the key processes through which service quality is to be managed. It does demonstrate that managing for service quality is a timeless concept, and it would further undergo frequent evolution in response to the endless emergence of changes and crises to be faced by human civilisation.

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