Knowledge management in action: integrating knowledge across communities

This paper offers a brief overview and critique of dominant approaches to knowledge management (KM) and its links with innovation. It then draws upon a case study example to offer a closer analysis of the link between KM and the development of communities of practice during processes of innovation. The paper argues, first, that in many cases innovation is an interactive process requiring knowledge and expertise from different functions and layers across the organization. In such cases critical problems concern the integration of knowledge across disparate communities, rather than the sharing of knowledge within communities. Second that if knowledge integration across communities is to develop, a more action-oriented perspective on KM and the development of KM tools is needed.