Innovation on the Crest

This paper addresses how power and politics influence learning, knowledge and innovation, investigating the power of changing knowledge domains, which is not sufficiently investigated. Our data was conducted in a Bank Alliance (TBA) implementing a new knowledge vision, involving both productand process innovation. We find that finance advisers ́ lack of sensemaking of their new role as sellers is crucial, as TBA creates a discrepancy between sensegiving and sensemaking of their knowledge vision. Hence, we believe that changing knowledge domains involves enacting power, as both a bottom-up activity for finance adviser and top-down activity for management, as highly political acts of all involved parties.