Anand, Narasimhan, Gardner, Heidi and Morris, Tim (2007) KNOWLEDGE-BASED INNOVATION: EMERGENCE AND EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT CONSULTING FIRMS. Academy of Management Journal, 50 (2). pp. 406-428.Full text not available from this repository.
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 econom
|Citations:||Web of Science: 43|
|Keywords:||KNOWLEDGE-BASED INNOVATION; MANAGEMENT CONSULTING FIRMS|
|Date Deposited:||23 Mar 2010 10:07|
|Last Modified:||03 Nov 2016 11:24|
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