Begins with a critical review of the literature on knowledge management, arguing that its focus on IT to create a network structure may limit its potential for encouraging knowledge sharing across social communities. Two cases of interactive innovation are contrasted. One focused almost entirely on using IT (intranet) for knowledge sharing, resulting in a plethora of independent intranets which reinforced existing organizational and social boundaries with electronic``fences''. In the other, while IT was used to provide a network to encourage sharing, there was also recognition of the importance of face-to-face interaction for sharing tacit knowledge. The emphasis was on encouraging active networking among dispersed communities, rather than relying on IT networks. Argues for a community-based model of knowledge management for interactive innovation and contrasts this with the cognitive-based view that underpins many IT-led knowledge management initiatives.

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Inter-organizational and multi-functional networking are increasingly portrayed as new and potentially more effective forms of organization, especially where innovation is important. This is as true for academic work undertaken within universities as it is for business organizations; multi-disciplinary and inter-institutional collaboration being specified as highly desirable by the major research funding bodies. Integrating mechanisms are essential if such networks are to be effective in co-ordinating the work of a diverse range of partners. Importantly, they are required for the development of trust. Thus, the literature stresses that trust between the parties is central to the effective operation of such networks. This paper explores the evolution of trust within a particular inter-university, multi-disciplinary research team, and develops a model depicting the development and interrelation of different types of trust within this network. The difficulties this research network experienced in developing trust raise a more general question about the effectiveness of interdisciplinary research.

Digital ventures, start-ups growing by drawing on and adding to digital infrastructures, can scale their business at an unprecedented pace. We view such rapid scaling as a generative process by which a venture's user base increases significantly between two points in time through digital innovation. We studied WeCash, a Chinese digital venture, nearly doubling its user base monthly, to learn more about this generative process. We trace three contingent mechanisms underpinning rapid scaling: data-driven operation, instant release, and swift transformation. We explain these mechanisms and how they interact in the rapid scaling of digital ventures. The research offers an agency perspective on scaling of digital ventures that speaks to the digital innovation literature.

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