Social networks and relationships between actors have been identified as important both in terms of increasing our understanding of innovation and for organizations’ to realize innovation outcomes. While previous studies have informed us how knowledge creation in informal network structures can be influenced and managed by subtle management techniques, we know little of how companies intentionally can create and utilize networks for continuous innovation. The aim of this paper is to explore how a network for continuous innovation can be established and managed. A longitudinal case study have been performed using data covering the establishment and subsequent management of a network for supporting continuous innovation, spanning the product management and R&D department of a large multinational company. The results argue for the importance of the creation of a support structure as one layer within the network in order to uphold the development and evolvement of the network over time through support with competence development and influence the network through different kinds of subtle management techniques. Moreover, the paper argues for the importance of invoking organizational pressure for innovation outcome.