Traditional innovative narratives are presented in a structured, almost prescribed, fashion in the innovation literature. This structural approach treats knowledge as a commodity that can be easily developed and shared. In this paper we argue the opposite, suggesting that developing competencies is fundamentally linked to socially constructed innovative practices and processes developed over time as the organisation evolves and learns new ways. We suggest that the latter is better reflected by a processual view of knowledge management; how it evolves, how it leads to innovation. While the innovation literature is familiar with the importance of learning and knowledge practices, we contend that the learning routines themselves are not practised in a systematic fashion. We argue that innovation is seldom of a breakthrough type. Instead, we call for an integrative approach that combines social processes with learning and innovation. Socially crafted routines we suggest lead to greater innovative outcomes and effectiveness. This paper explores and investigates these ideas by matching different contexts to processes. The paper develops a theoretical framework which indicates the integrative and interactive forces required for successful innovation implementation.
Murray, P., & Blackman, D. (2006). Managing innovation through social architecture, learning, and competencies: a new conceptual approach. Knowledge and Process Management, 13(3), 132-143. https://doi.org/10.1002/kpm.253