The aim of the present study is to analyse how head managers of the production sector of four industrial companies, classified in four different patterns of adoption of innovative practices, structure their knowledge in relation to a set of twelve practices. To do so, it was used the cognitive mapping methodology based on the Kelly Grid technique. The cognitive system built by the managers were analysed in three categories: the differentiation, the complexity and the integration. The categories identified were presented in the form of individual managerial cognitive maps. The results show that managers, in general, present a low level of differentiation of their cognitive structures in relation to the practices investigated. It was found, as well, a greater level of complexity of such structures in the map of the manager in the context considered Very Innovative, showing that his understanding of such practices is wider.