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9

MANAGING KNOWLEDGE

FOR INNOVATION

Chapter Outline
>> Learning Outcomes >> Practice Perspectives on Innovation
>> Introduction >> Innovating Across Institutional
>> The Importance of Managing Contexts
Knowledge Work for Innovation >> Conclusions
>> What Is Innovation? >> Summary of Key Learning Points
>> Traditional Views – Innovation as a >> Group Exercise: Experiencing
Linear Process Innovation at Oakland Furniture – A
>> Process Views – Innovation as an Role-Play
Interactive Process >> Appendix 9.1: Innovation at
>> Networked Innovation Oakland Furniture – The Role Players
>> Open Innovation

Learning Outcomes

At the end of this chapter you should be able to:
➡ Explain the central challenges in managing knowledge work where the purpose is
innovation.
➡ Outline the characteristics of innovation as an episodic process that (i) relies centrally
on knowledge sharing and integration and the development of new working practices;
(ii) has uncertain outcomes, which are influenced by networks, power, technology and
the context (organizational and institutional) in which the innovation process occurs.
➡ Demonstrate a critical appreciation of different theoretical approaches (linear, pro-
cess, practice) to managing knowledge for innovation.
➡ Appreciate the challenges for managing knowledge work posed by the growth of
service innovations, networked innovation and open innovation.
➡ Identify appropriate techniques for managing knowledge in order to facilitate innovation.
➡ Experience the difficulties of managing knowledge first-hand by engaging in a simu-
lated innovation process (the Oakland Role-Play), involving a group of actors with dif-
ferent perceptions and interests, and suggest how these difficulties can be resolved.

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