Evidence-based versus tinkerable knowledge as strategic assets: A new perspective on the interplay between innovation and application

Organization success depends, at least in part, on a firm's ability to wisely manage what it knows in order to capitalize on technical achievements, develop new products and services, realize the benefits of innovation, achieve effective scale economies, and continuously advance and control its operations. This paper departs from familiar approaches to categorizing knowledge resources to distinguish between knowledge resources that are appropriate to replicate ‘as is’ (evidence-based knowledge resources) and those that are best suited to contribute to innovation and creative activity (tinkerable knowledge resources). A set of criteria for classifying different types of knowledge flow mechanisms is also introduced. We propose a framework for determining effective fit between knowledge resources and the mechanisms used to move and apply those resources. We discuss the benefits of achieving fit and the liabilities of misfit and illustrate these ideas with examples drawn from a variety of sources. The paper concludes with a discussion of implications for future research.