Organizational Knowledge and Innovation: The Cost per Flight Hour in the Portuguese Air Force

Organizational Knowledge and Innovation: The Cost per Flight Hour in the Portuguese Air Force

Carlos Páscoa (Air Force Academy, Portugal & INOV, Portugal) and José Tribolet (Technical University of Lisbon, Portugal & INOV, Portugal)
DOI: 10.4018/978-1-4666-7536-0.ch026


Having the necessary instruments to steer the organization, allowing constant knowledge informed changes, is extremely important for an organizations, while adapting, in an agile way, to the external environment. Like an aircraft, the organization must have a flight plan and instruments that provide an update of what is happening in real time. As an organization, the Portuguese Air Force needs to make good planning and possessing instruments for assessing, considering innovative manners, the progress made, allowing for a greater self-awareness. Every organization has key elements, essential for its operational success, and vital to plan controlled transformations. The objective of the research described in this chapter is to create a new instrument that provides complete knowledge about an organizational key element, in this case the Organizational Cost per Flight Hour that allows coping with transformation projects, by allowing innovative, knowledge-based, informed decisions.
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Literature Review

This research entailed studying and developing a Model that can bring organizations to consider global costs taking in consideration priorities and key factors that will be affected when changing key factor importance. It intends to guarantee that these key factors and their importance to the global effort are taking in consideration, for example, when considering transformation project that needs to change location of organizational resources.

The process of global calculation to aid decision making should consider scientific theories, models or frameworks that can foster transversally application within the organization. These are described in the next paragraphs.

Key Terms in this Chapter

Key Element: Essential element that acts as a major production factor in the organization and creates value.

Self-Awareness: An effective and real perception that an organization has, in each moment, to: i) the state of its external and internal influencers; ii) the ability of each person to determine what his contribution to the global objective is.

Knowledge: A key factor in any organization, as it represents the ability to identify and store the organization’s memory, is presented as a key factor for decisive situation awareness and near time reaction.

Organizational Configuration: A set of components that have to be considered, in possible combinations to perform its mission and achieve its end state, while maintaining its viability and performance.

Organizational Engineering: The science that designs, improves, implements and operates an organization through the use of engineering and analysis methods with the following objectives: fostering self-awareness, Improving, Agility, Flexibility and Adaptability and Increasing organizational efficiency, effectiveness, communication and coordination.

Organizational Cost per Flight Hour (OCFH): All the costs supported by the Portuguese Air Force in relation to the Flight Hour.

Organizational Cost: All the costs supported by an organization in relation to a specific key element.

Portuguese Air Force (PRT AF): Portuguese Military Organization.

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