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

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. (C) 2020 Elsevier B.V. All rights reserved.

Automated summary

This paper presents new insights into how medium to large innovative technology companies in the energy sector develop their knowledge management capability. By combining operational research approach with a qualitative research method, a dynamic model of knowledge management is developed, showing the evolution of knowledge management capability over time within an organization, from managing explicit knowledge to knowledge sharing and eventually creating new knowledge.