Abstract
This article is a contribution to the discussions about the unique capacity of Special Operation Forces (SOF). Based on data from interviews and observation in a field study among the Danish Frogman Corps, the Royal Danish Navy Special Operations unit, and the Danish Jaeger Corps, the Danish Army Special Operations unit, the article investigates the work environment of the two Special Operations units supporting an innovative capacity. What kind of leadership, processes and work climate support employee-driven innovation in SOF?