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MANAGING KNOWLEDGE FOR INNOVATION 215

knowledge to divisions of practice and the practical role of material artefacts
(including new products) as tools to encourage knowledge integration across
boundaries.
This knowledge-centred approach moves us well away from more narrow
structural views of innovation as products, or entities, to be transferred from
inventors to users. As Hendriks observes, however, ‘managing innovation as
knowledge work is only an improvement to knowledge-lean approaches to inno-
vation management if efforts are made to develop a rich, activity-based concep-
tion of the knowledge sides to innovation’ (Hendriks, 2003). The work outlined
in this chapter has begun to develop this conception but it is also clear that much
work remains to be done.

Summary of key learning points

>> Knowledge should not be seen as valuable in itself but as adding value when created and
applied for specific tasks and purposes.
>> A major purpose of knowledge work is innovation. This entails both exploration and
exploitation, where knowledge, skills, values and changes in practice are central.
>> Innovation is an episodic process that: (i) relies centrally on knowledge sharing and integra-
tion and the development of new working practices; (ii) has uncertain outcomes, which
are influenced by networks, power, technology and the context (organizational and insti-
tutional) in which the innovation process occurs.
>> Knowledge relevant for innovation is typically distributed across a wide range of sources,
people, roles and locations, both inside and outside the organization. Processes of sharing
and integrating of knowledge are therefore crucial.
>> With increasingly distributed knowledge and the growth of services, innovation in many
industries has become more knowledge intensive and more reliant on different kinds of
networks and open innovation models.

>> Episodes of the innovation process (e.g. agenda formation, selection, implementation and
routinization) are not linear and sequential but are overlapping, iterative and recursive,
with uncertain outcomes. They may also have different requirements with respect to the
deployment of knowledge.
>> Regardless of what approach is taken to managing knowledge for innovation, outcomes are
mediated by: (i) social networks; (ii) different forms of power; (iii) technology and material arte-
facts; (iv) organizational and institutional contexts. Recognizing these factors is a major step
towards the more effective and successful management of knowledge for innovation.
>> Knowledge is sticky and invested in practice, which makes innovation challenging.
>> Understanding the politics of innovation processes, and deploying different forms of
power, is central so that stakeholders are willing to engage and share what knowledge
they have, and so that conflict can be used to mobilize rather than resist change.

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