Strategies for Cost Cutting: Case Study of an Army and Air Force Petroleum Lab

2004 ◽  
Author(s):  
Ferdinand D. Samonte
Keyword(s):  
Air Force ◽  
Cost Cutting

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2005 ◽  
pp. 104-129 ◽  
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2011 ◽  
pp. 2397-2422
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command

2011 ◽  
pp. 314-340
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

scholarly journals Travis Air Force Base: A greener cleanups case study

2017 ◽  
Vol 27 (3) ◽  
pp. 9-17 ◽  
Author(s):  
Jeff Gamlin ◽  
Douglas Downey ◽  
Paul Favara ◽  
Lonnie Duke ◽  
Glenn Anderson
Keyword(s):  
Air Force ◽  
Air Force Base

scholarly journals Development of a Methodology and an Optimization Model for the Performance Evaluation of the Employees in the Public Economic Management and Procurement Systems: The Case Study of the Spanish Air Force

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
Manuel A. Fernandez-Villacañas Marín
Keyword(s):  
Performance Evaluation ◽  
Organizational Behavior ◽  
Public Administration ◽  
Air Force ◽  
Sociological Research ◽  
Economic Management ◽  
The Public ◽  
Strategic Intelligence ◽  
Management Effort

The economic administration and procurement system of public sector structures are composed of a series of management units whose staff assigned to them needs to be optimized. In order to achieve this, the work analyzes the concept of performance evaluation presented in the Spanish Public Administration, similar to other countries of the EU and Latin America. A methodology has been designed to evaluate performance using systemic analysis and organizational behavior, taking as a case study the Spanish Air Force. Traditional performance evaluation models are based on the psycho-sociological research of workers, which are static and require a lot of management effort. Faced with these limitations, a new dynamic and interdisciplinary model has been designed and implemented to evaluate performance and measure workload that can be used with high periodicity and requires little management effort. The model in question focuses mainly on the generation of strategic intelligence through the exploitation of the databases of the economic management information system. This strategic intelligence serves to guide decision-making regarding the reallocation of jobs and personnel to identify training needs and the necessary changes in organizational culture and leadership. In general, this model allows an improvement in the effectiveness, efficiency, economy and service level of the system, and can be applied to other Spanish military organizations or those belonging to other countries of the international community as well as other structures of the public administration dedicated to economic management and procurement.

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