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

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  • Spanellis, Agnessa
  • MacBryde, Jillian
  • Dӧrfler, Viktor

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.

Suggested Citation

  • Spanellis, Agnessa & MacBryde, Jillian & Dӧrfler, Viktor, 2021. "A dynamic model of knowledge management in innovative technology companies: A case from the energy sector," European Journal of Operational Research, Elsevier, vol. 292(2), pages 784-797.
    • Handle: RePEc:eee:ejores:v:292:y:2021:i:2:p:784-797
    DOI: 10.1016/j.ejor.2020.11.003
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    References listed on IDEAS

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    Cited by:

    1. Bagherzadeh, Mehdi & Ghaderi, Mohammad & Fernandez, Anne-Sophie, 2022. "Coopetition for innovation - the more, the better? An empirical study based on preference disaggregation analysis," European Journal of Operational Research, Elsevier, vol. 297(2), pages 695-708.
    2. Arnold Pabian & Barbara Pabian, 2022. "Profile of a Sustainable Manager from the Perspective of Pro-Ecological and Pro-Social Management of Energy Company," Energies, MDPI, vol. 15(4), pages 1-16, February.

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