ABSTRACT
This chapter introduces the meaning of concepts such as ‘sticky knowledge’, knowledge management (KM), organisational learning (OL) and innovation diffusion and its importance. This leads to a discussion of processes and approaches to KM and OL of innovation as applied in the Barwon Water Program alliance. The chapter provides examples and discussion about how innovation has been nurtured and sustained within an integrated project delivery context. It discusses how the case study of a program alliance was established to transform a somewhat typical ex-government instrumentality into a dynamic, innovative organisation and how that transformation took place. The chapter examines how innovation diffusion took place on an AU$8 billion+alliance program of works in Melbourne. It focuses on innovation diffusion triggered by a perceived need to improve processes and practices to avoid rework due to faulty workmanship, design issues and the unintended consequences of design and delivery decisions.
