Knowledge based innovation: emergence and embedding of new practice areas in management consulting firms

Morris, Tim, Anand, Narasimhan and Gardner, Heidi (2007) Knowledge based innovation: emergence and embedding of new practice areas in management consulting firms. Academy of Management Journal, 50 (2). pp. 406-428.

Abstract

How do innovative knowledge-based structures emerge and become embedded in organizations? We drew on theories of knowledge-intensive firms, communities of practice, and professional service firms to analyze multiple cases of new practice area creation in management consulting firms. Our qualitative analysis identified four critical generative elements: socialized agency, differentiated expertise, defensible turf, and organizational support. We demonstrate that these elements must be combined in specific pathways for knowledge-based innovative structures to emerge and embed. These pathways emerge from practitioner networks, markets for knowledge-based services, and professional firms' hierarchies. Our findings have important implications for studying innovation in the knowledge-based economy.

Item Type: Article
Subject(s): Professional services
Corporate reputation
Organisational behaviour
Centre: Centre for Professional Firms
Oxford University Centre for Corporate Reputation
Faculty of Organisational Behaviour
Date Deposited: 18 Sep 2013 15:46
Last Modified: 23 Oct 2015 14:08
URI: http://eureka.sbs.ox.ac.uk/id/eprint/4773

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