Innovation management has been received increasing attention in the operations management field during the last years. Academics and managers have long been discussing the innovation nature and its importance for the organization's growth and competitive advantage. However, one issue that remains unclear is how to recognize what type of innovation management is necessary for each company or situation. One of the reasons for this issue is the different dimensions to which innovation can be addressed -technological, organizational, process and product, among others. Moreover, the differences between incremental and disruptive innovation lead to different ways of management. This paper examines the literature on innovation management in the last 38 years (1975 -2013) aiming at identify and classify innovation management models. The methodological approach encompasses bibliometric and content analysis. The results show seven models' categories: project management, organizational strategy, knowledge management, product management, types of innovation, technological innovation, and open innovation. Abstract ABEPRO Knowledge Management Models -Code CCohen etLevinthal (1990): proposed the "model of absorptive capacity and R&D incentives", a model that recognizes the influence of investment in R&D in obtaining knowledge. The "absorptive capacity" is what leads to differentiation in the development of new projects in R&D. Dougherty (1992): developed the "cycles of market knowledge creation model", a model that suggests three

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