Dörfler, Viktor

MacBryde, Jillian C.

Shpakova, Agnessa

The Knowledge management (KM) field has been both extensively researched by academics and widely discussed by practitioners, but most of the research is limited to the case studies of one-time KM initiatives in large organisations. In this paper we propose to look at KM as a process, as a journey that a company undertakes, going through natural phases of managing explicit knowledge, knowledge sharing and creating new knowledge, which overlap, are interconnected and mutually reinforcing. The model was derived from a multiple case study of innovative companies from the energy sector and its components fit the specifics of these companies, which are shaped by their organisational characteristics and business processes

The organic roadmap of knowledge management in innovative companies

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