- List of Figures
- List of Tables
- List of Contributors
- Perspectives on Innovation Management
- The Nature of Innovation
- Marketing and Innovation
- Science, Technology, and Business Innovation
- User-driven Innovation
- Networks of Innovation
- Knowledge and the Management of Creativity and Innovation
- Design-Driven Innovation: Meaning as a Source of Innovation
- Brokerage and Innovation
- Sectoral Systems of Innovation
- Innovation Ecosystems: Implications for Innovation Management?
- Markets for Technology
- Capital Markets, Innovation Systems, and the Financing of Innovation
- Consumption of Innovation
- Sustainable Innovation Management
- Managing Social Innovation
- Innovation Management in Japan
- Innovation Management in China
- Technology and Innovation
- Innovation, Strategy, and Hypercompetition
- Business Model Innovation
- Managing Open Innovation
- Collaboration and Innovation Management
- Organizing Innovation
- Human Resource Management Practices and Innovation
- Managing R&D and New Product Development
- Internationalization of Research and Development
- Intellectual Property Rights, Standards, and the Management of Innovation
- Mergers and Acquisitions and Innovation
- Services, Innovation, and Managing Service Innovation
- Innovation and Project Management
- Platforms and Innovation
Abstract and Keywords
Knowledge bears a paradoxical relationship to creativity and innovation: it is essential to both, and yet (under certain circumstances) is inimical to both. That is, knowledge both gives birth to innovative ideas and can also kill them. This article examines the management of that paradox at three levels: organizational, group, and individual. At the organizational level, knowledge is the basis for both core capabilities and core rigidities. At the group level, team composition and norms can influence how knowledge and expertise is utilized to either enhance or inhibit innovation. And at the individual level, expertise enables intuitive leaps of creativity but is also subject to cognitive biases that stifle innovation. This article suggests ways of countering the negative effects of knowledge and capitalizing on its power to create and inspire.
Dorothy Leonard, William J. Abernathy Professor of Business Administration Emerita, Harvard Business School.
Michelle Barton, Assistant Professor in Organizational Behaviour, School of Management, Boston University.
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