very basic and since the analysis utilised cross-sectional data only, no inferences about the causality of the T&D-innovation relationship could be made. Empirical evidence of the importance of knowledge for innovation was also emerging. Shipton et al. (2006) utilise a longitudinal database of 22 UK manufacturing companies and examine the relationship between HR practices and innovation. Two groups of HR mechanisms were found to enhance innovation. Those designed to promote exploratory learning and those intended to exploit existing knowledge (training, induction, appraisal, contingent pay and team working) were significantly related to innovation in products and technical systems. The promotion of exploratory learning via secondments, visits to customers and suppliers, through training beyond job requirements and knowledge management practices was found to have significant and pervasive effects upon both types of innovation. Such exploratory learning is also likely to positively influence employee engagement and commitment which can spur on creativity and subsequent innovation.