The present work attemps to relate two knowledge management strategies, namely codification and personalization, to knowledge workers’ perceptions of tradition and inovation aspects present in their work. The departing point is the idea that corporate competitivity depends on technical and organizational inovations, rendering growing value to knowledge and learning. Yet, the ways of managing knowledge in order to support individual and colective learning, ultimately promoting inovation, remain controversial. This work´s objective is to contibute to this interweaving trail by empirically investigating some of the variables related to the subject. For that matter, analysts in the brazilian office of a major international consulting firm are interviewed. The conclusion drawn is that the ideal of knowledge management as a mean of leveraging creativity and inovation does notconcur with the perception of the subjects involved.