ABSTRACT
This chapter provides background knowledge for management to consider even when the specific intervention differs from the type. A straightforward, simple application of managerial discretion, in the form of a simple intervention, can significantly improve the size and quality of the innovation network of the organization. Intervention stimulates the development of the network characteristics that facilitate involvement in innovative knowledge transfer. Intervention by management into the organization's network can certainly have the intended outcomes, but will have unintended ones as well. Network analysis opens up the perspective to a potentially untapped reservoir of un- or under-used potential within an organization. The empirical evidence behind the claims in this chapter is based on continued research carried out at Redrock, one of Europe's largest and most innovative financial service providers. The exchange of innovative knowledge that is entailed is best analyzed from the perspective of social network theory.
