Based on a case study of an industrial bakery, this paper focuses on the relation between the innovation strategies of enterprises and learning activities on the shop floor within communities of practice. A model is generated for understanding the interconnection of learning at different levels (individual – team, team – organization), drawing on the concepts of organizational routines (Nelson and Winter, 1982), communities of practice (Wenger 1998), critical reflective work behaviour (Van Woerkom, 2003) and work process knowledge (Boreham, Samurçay and Fischer, 2002). The concept of routines is crucial. Routines are schemas for both understanding and behaving: to understand something is to be able to correctly perform a practice. We might interpret routines as a set of `default rules’: they apply until challenged, and then if in context the challenge works, the routine is changed. Work process knowledge can be defined as insight into the routines of the work organization. As we can describe organizations as sets of interlocking routines, innovation can be understood as a change of routines. To understand how routines arise, develop and change, we model innovation as a combined individual and collective learning process, opening the black box of the intersection between individual and organizational learning. (198 words)