A dynamic model of knowledge management in innovative technology companies: a case from the energy sector

Agnessa Spanellis, Jillian MacBryde, Viktor Dӧrfler

Research output: Contribution to journalArticlepeer-review

Abstract

This paper presents fresh insights into how medium to large innovative technology companies in the energy business evolve their knowledge management (KM) capability. To date existing models of KM have been static, while this work provides a more dynamic approach. The primary data is analysed using a combination of an operational research (OR) approach (causal mapping) with a well-established generic qualitative research method (the Gioia method). This paper contributes to KM literature by developing a dynamic model of KM, which shows how KM capability evolves over time within an organisation. In this model, KM evolves from managing explicit knowledge through knowledge sharing to creating new knowledge. Such understanding of KM as a process can help managers in decision making with respect to both KM and innovation activities.
Original languageEnglish
Article numbern/a
Pages (from-to)n/a
JournalEuropean Journal of Operational Research
Volumen/a
Issue numbern/a
Early online date10 Nov 2020
DOIs
Publication statusE-pub ahead of print - 10 Nov 2020

Keywords

  • knowledge-based systems
  • knowledge management
  • knowledge sharing
  • causal mapping
  • innovation

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