KNOWLEDGE-BASED INNOVATION: EMERGENCE AND EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT CONSULTING FIRMS
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...
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| Format: | Journal article |
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2007
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| _version_ | 1826257784281235456 |
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| author | Anand, N Gardner, H Morris, T |
| author_facet | Anand, N Gardner, H Morris, T |
| author_sort | Anand, N |
| collection | OXFORD |
| description | 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 |
| first_indexed | 2024-03-06T18:23:39Z |
| format | Journal article |
| id | oxford-uuid:0730983c-a4dc-48ad-aae5-9cb8d9e40113 |
| institution | University of Oxford |
| last_indexed | 2024-03-06T18:23:39Z |
| publishDate | 2007 |
| record_format | dspace |
| spelling | oxford-uuid:0730983c-a4dc-48ad-aae5-9cb8d9e401132022-03-26T09:06:19ZKNOWLEDGE-BASED INNOVATION: EMERGENCE AND EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT CONSULTING FIRMSJournal articlehttp://purl.org/coar/resource_type/c_dcae04bcuuid:0730983c-a4dc-48ad-aae5-9cb8d9e40113Saïd Business School - Eureka2007Anand, NGardner, HMorris, THow 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 |
| spellingShingle | Anand, N Gardner, H Morris, T KNOWLEDGE-BASED INNOVATION: EMERGENCE AND EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT CONSULTING FIRMS |
| title | KNOWLEDGE-BASED INNOVATION: EMERGENCE AND
EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT
CONSULTING FIRMS |
| title_full | KNOWLEDGE-BASED INNOVATION: EMERGENCE AND
EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT
CONSULTING FIRMS |
| title_fullStr | KNOWLEDGE-BASED INNOVATION: EMERGENCE AND
EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT
CONSULTING FIRMS |
| title_full_unstemmed | KNOWLEDGE-BASED INNOVATION: EMERGENCE AND
EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT
CONSULTING FIRMS |
| title_short | KNOWLEDGE-BASED INNOVATION: EMERGENCE AND
EMBEDDING OF NEW PRACTICE AREAS IN MANAGEMENT
CONSULTING FIRMS |
| title_sort | knowledge based innovation emergence and embedding of new practice areas in management consulting firms |
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