This paper links the processes of innovation and organizational learning at the micro-foundation of behavioural change. Building on prior research and using case study data to illustrate, this study suggests that certain conditions make behavioural change more likely. It is this exploration of new behaviours that may lead to cognitive change and ultimately innovation. We raise the importance of the relationship between organizational identity and individual identity to the outcomes of interactions between diverse organizations and we propose that organizational identity strongly influences the learning and hence innovation potential of organizations. “The innovation process, especially complex and radical innovation, benefits from engagement with a range of partners which allows for the integration of different knowledge bases, behaviours and habits of thought ” (Pittaway, Robertson, Munir, Denyer, Neely 2004: 150). The ability to tap into a range of knowledge has the potential to increase a firm‟s capabilit
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