The purpose of this paper is to research firms’ knowledge management practices within the context of networked innovation between multiple actors. The analysis is based on case research carried out with six companies. Based on earlier literature and the theoretical framework of the paper, two models of networked innovation can be distinguished according to knowledge management needs: networks focusing on the transaction of explicit knowledge and intellectual property, and networks focusing on the co-creation of new knowledge and business opportunities. The paper argues that a strategic approach to knowledge management is a key element of success within networked innovation, both in the theory and in the practices of firms. In that way, firms are able to manage knowledge within networked innovation when they understand their partners’ business models and strategic intents, for example their motivation to collaborate.
- knowledge creation
- knowledge transaction