This chapter explores the organisational contexts that are propitious to internally enhance and exploit value from patents. It addresses the following questions: why and when are these organisational arrangements adopted at each stage of the patenting process and what are their characteristics? To investigate these questions we reviewed the literature on organisational configurations dedicated to patenting. Our methodology consists in revisiting case studies on Air Liquide. Two main characteristics of the organisational context are of prior importance to increase internal value drawn form the patent portfolio: the use of information technologies and the involvement of actors from different functions in the patenting process. These “platforms” enable to create a context that is propitious to knowledge sharing and creation. We then used the literature on organisational learning and knowledge creation to interpret our case.