Knowledge exploitation and value creation: Lessons from the energy sector

A systemic knowledge management (KM) strategy will be underpinned by a model of the whole knowledge cycle. In such a strategy, key knowledge areas and processes pertaining to the acquisition, organisation, dissemination and exploitation of knowledge, will be defined that are intended to drive organisational activities. A systemic approach to KM was adopted by an innovation organisation in the energy sector. The planned finite life span of the organisation drew attention to the need to repeatedly complete the knowledge cycle – including the exploitation of knowledge - so as to deliver impact and to ensure a significant legacy beyond its operational life. Current literature concentrates on micro-level inhibitors and enablers of knowledge transfer that often view exploitation as a goal, rather than a process. The experience of this organisation highlighted a gap in empirical work which investigates system level knowledge interactions. The qualitative study reported herein relates to an event in the case study organisation’s calendar; anticipated to be pivotal in its knowledge exploitation activities. Fourteen semi-structured interviews were undertaken capturing the perceptions and understandings of staff regarding the event. Aspects such as expectations of the aims, target audience, benefits and measures of success of the event, were explored. A three tier (macro-, meso- and micro-level) data analysis approach was adopted to reflect the systems level interactions and influences. Major themes were identified relating to the knowledge management and exploitation work in the organisation that can improve knowledge exploitation activities in the case study organisation, as well as in other knowledge intensive organisations. These themes included: (i) An ongoing requirement to tailor activities to the individual needs of stakeholders; (ii) The need to focus on planning and implementing knowledge utilisation (KU) as distinct facets; and (iii) The development of specific skills that reflect the relational nature of KU to maximise value creation and deliver impact. Further, complex system influences meant that KU was never guaranteed to occur; this makes adaptability and responsiveness important qualities for knowledge producers and emphasises the importance of stakeholder engagement through the building of interactive relationships.