Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force Materiel Command

Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force Materiel Command

Summer E. Bartczak (University of Central Arkansas, USA), Jason M. Turner (Air Force Institute of Technology, USA) and Ellen C. England (ISN Software Corporation and Kaplan University, USA)
Copyright: © 2009 |Pages: 5
DOI: 10.4018/978-1-60566-090-5.ch006
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Abstract

It is widely acknowledged that knowledge management (KM) strategy is a desired precursor to developing specific KM initiatives. Strategy development is often difficult due a variety of influences and constraints. Using KM influences as a foundation, this case study describes issues involved in developing a KM strategy for the Air Force Material Command, including issues to be considered for future strategy development such as leadership support and understanding, conflicts with IT organizations, funding, technology usage and configuration, and outsourcing.
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Research Method

AFMC was one of the first AF organizations to embrace KM; the AFKM team also faced significant challenges determining future directions for their efforts. It was therefore likely key issues impacting KM strategy development might be identified in this context. Additional case research was also needed to bridge the gap between KM theory and practical advice (Jennix, 2005, p. vii). Given these factors, an exploratory case study methodology was used.

Holsapple and Joshi’s (2000, 2002) KM influences framework provided three foundational constructs for “analytic generalization” (Yin, 1994, p. 31); these factors—managerial, resource, and environmental—could be examined as potential barriers to KM strategy development. Considerations for design quality were made in accordance with Kidder and Judd (1986) and Yin (1994); however, internal validity was not addressed due to the study’s exploratory nature.

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