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The article presents a theoretical analysis of the concept of reflection. The author argues in favour of the necessity of conceiving the concept of reflection in a broad sense, and not using the concept in the meaning of introspection. To grasp reflection in its complexity and as a core process in organisational learning it is necessary to distinguish between different kinds of reflection – reflection and critical reflection – and different levels of reflection: individual, interaction level and reflection as organised practice. This terminology is used as lenses through which a case of organisational development of production groups is interpreted. This interpretation is related to criteria mentioned for organisational learning. It is concluded that most of the criteria are met. This way the concept of reflection may be a fruitful way of understanding organisational learning.

The purpose of this paper is to investigate how organizations focusing on employee-driven innovation (EDI) use information and communication technologies (ICT)-based tools in their innovation work. EDI involves systematic exploitation of knowledge resources in organizations. Thus, the role of ICT for efficient knowledge management is important in this respect.

In-depth interviews with employees, managers and union representatives from 20 organizations focusing on EDI were conducted. The sample included organizations from eight different industries, representing both private and public sectors.

The results show that ICT-based tools can support the processes of acquisition, dissemination and exploitation of knowledge, which are important aspects of EDI. However, use of ICT-based tools has to be aligned with organizational structures and professional role conduct to be efficient.

This study contributes to practice by highlighting several factors that organizations should emphasize to succeed with application of external and internal knowledge in their innovation work.

This study applies a knowledge management perspective on the role of ICT-based tools to support EDI in organizations. The findings contribute to an improved understanding of organizational conditions for succeeding with use of ICT-based tools in innovation work, and emphasize that perspectives on knowledge management, technology management and human resource management have to be combined to understand how EDI can be promoted by using ICT in organizations.

The purpose of this paper is to examine the idea of getting lost during field studies as a point of departure for reframing the initial research question.

The paper presents field notes and reflections to illustrate the process of tracing innovation in the field by means of a theoretical concept – “knot-working” as proposed by Engeström (2008). By paying attention to seemingly irrelevant empirical data and experiences of being lost, the author infuses another theoretical concept – “not-knowing” as proposed by Lather (2007).

By questioning research questions, it becomes possible to challenge conventional assumptions in the field under study as well as assumptions underlying existing theory. It is argued that good research questions evolve iteratively throughout a study and might be even more valuable than answers (Alvesson and Sandberg, 2013). The paper illustrates how not-knowing can serve as a methodological perspective from where ordinary held assumptions can be reconsidered, thus paving the way for novel research questions that can enhance established theory.

The paper questions the initial research question: “How is the elderly care sector affected by innovation imperatives,” and ends up posing the reverse question: How are innovation imperatives affected – or how could they be affected – by the notion of care.