Community knowledge - a catalyst for innovation

The leadership and management of process of innovation and development are regarded, both in literature and in practice, as complex and difficult to achieve. The result is that the development of skills in managing change and innovation has been widely regarded as being at the front line of organization and leadership throughout the 1990s and into the new century. In this paper I will examine three different models in order to understand development of entrepreneural activity and innovation: 1. The individual/cognitive model 2. The "community" model 3. The system/network model My main focus will be development and entrepreneurship within various "communities", since the basis for innovation lies in the development of a creative environment, with a special emphasis on communication between participants. To conclude, I present a case study where an authentic example illustrates some of the points made in the theoretical parts of the paper.