An informative and insightful book. Knowledge management has become a widely espoused approach for creating leverage in organisations. Newell et al, provide multiple perspectives on knowledge work, how it can be managed for innovation and conclude with the relationships between knowledge purposes, processes and an enabling context within organisations. The authors make it clear that their perspective is one where knowledge is an epistemology of 'practice' and 'process', rather than one of 'possession'. However, whilst the authors were critical of HRM, more discussion could have been given to the logics and limits of the unspoken assumption that culture and the process of knowledge work can be controlled or enabled by management. Nevertheless, I would still recommend this book as this oversight is somewhat mitigated by its multiple perspectives on the nature and practice of knowledge work and innovation