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

DOI10.1016/j.ejor.2020.11.003zbMath1487.90392OpenAlexW3095088879MaRDI QIDQ2030638

Jillian MacBryde, Viktor Dörfler, Agnessa Spanellis

Publication date: 7 June 2021

Published in: European Journal of Operational Research (Search for Journal in Brave)

Full work available at URL: https://doi.org/10.1016/j.ejor.2020.11.003

zbMATH Keywords

knowledge-based systemsinnovationknowledge managementknowledge sharingcausal mapping

Mathematics Subject Classification ID

Economic time series analysis (91B84) Management decision making, including multiple objectives (90B50)

Related Items

Coopetition for innovation -- the more, the better? An empirical study based on preference disaggregation analysis

Cites Work

• Systemic risk elicitation: using causal maps to engage stakeholders and build a comprehensive view of risks
• Strategizing niceness in co-opetition: the case of knowledge exchange in supply chain innovation projects
• Knowledge sharing in communities of practice: a game theoretic analysis
• Why did Brexit happen? Using causal mapping to analyse secondary, longitudinal data
• Cooperation royalty contract design in research and development alliances: help vs. knowledge-sharing
• Analyzing cognitive maps to help structure issues or problems
• An analytical theory of knowledge behaviour in networks
• Building confidence in models for multiple audiences: The modelling cascade
• Modelling as a way of organising knowledge
• Cooperation in assembly systems: the role of knowledge sharing networks
• Men and measures: capturing knowledge requirements in firms through qualitative system modelling
• Identifying strategic action in highly politicized contexts using agent-based qualitative system dynamics
• Models implementation: A state of the art