An approach to a new innovation model in the media sector: an exploratory case study Edna R Bravo* Joan Mundet* *Technical University of Catalonia, Department of Management, 08222 Terrasa (Spain), phone: +34 937398169, fax: +34937398101. E-mail: edna.bravo@upc.edu joan.mundet@upc.edu Abstract. The main objective of this paper is to present a new model in order to understand and define the innovation capacity based on the results obtained from a multiple case study in the media sector. This model states that four organizational processes form the innovation capacity: knowledge creation, knowledge absorption, knowledge integration and knowledge reconfiguration, which are underpinned by a coherent mix of four organizational resources. Furthermore, the best practices supporting each one of these resources have been identified. Keywords: innovation capacity, integration knowledge, reconfiguration knowledge Introduction. Innovation is associated with a high degree of variation and exploration (March 1991). It requires new knowledge and new knowledge combinations that are specific to its particular context (Eisenhardt & Martin 2000). The RBV perspective and especially the dynamic capabilities approach can provide a useful theoretical lens for exploring innovation management practices at the organizational level. Dynamic capabilities are distinct from organizational capabilities in their ability to enable the firm to innovate outside its current routines. Organizational capabilities provide the means for configuring organizational resources (Eisenhardt & Martin 2000). They consist in higher-order organizing practices that transform the expertise of the organization and its members into products and services(Kogut & Zander 1992). The literature provides widely ranging and often conflicting definitions of dynamic capabilities (Schreyogg & Kliesch-Eberl 2007). One common theme, and one that aligns well with the nature of innovation, is that dynamic capabilities are more specifically associated with change (Eisenhardt & Martin 2000). Another theme is their ability to allow a firm to stretch beyond current routines to solve problems differently (Zahra, Sapienza, & Davidsson 2006). Other definitions state that dynamic capabilities do not exhibit the highly patterned qualities of routine operational capabilities; they are akin to best practices that provide individuals with focus and guidance, while allowing for iterative experimentation (Eisenhardt & Martin 2000). This paper seeks to identify 1