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

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

Knowledge Management and Business Strategies ◽

10.4018/978-1-59904-486-6.ch015 ◽

2011 ◽

pp. 314-340

Author(s):

Summer E. Bartczak ◽

Ellen C. England

Keyword(s):

Knowledge Management ◽

Air Force ◽

Management Strategy ◽

Strategy Development ◽

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

IT Outsourcing ◽

10.4018/978-1-60566-770-6.ch106 ◽

2010 ◽

pp. 1664-1668

Author(s):

Summer E. Bartczak ◽

Jason M. Turner ◽

Ellen C. England

Keyword(s):

Knowledge Management ◽

Air Force ◽

Management Strategy ◽

Strategy Development ◽

Technology Usage ◽

Km Strategy ◽

Leadership Support ◽

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.

Challenges in Developing a Knowledge Management Strategy

Ubiquitous Developments in Knowledge Management ◽

10.4018/978-1-60566-954-0.ch010 ◽

2010 ◽

pp. 155-160

Author(s):

Summer E. Bartczak ◽

Jason M. Turner ◽

Ellen C. England

Keyword(s):

Knowledge Management ◽

Air Force ◽

Management Strategy ◽

Strategy Development ◽

Technology Usage ◽

Km Strategy ◽

Leadership Support ◽

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.

Challenges in Developing a Knowledge Management Strategy

Selected Readings on Strategic Information Systems ◽

10.4018/978-1-60566-090-5.ch006 ◽

2009 ◽

pp. 76-80

Author(s):

Summer E. Bartczak ◽

Jason M. Turner ◽

Ellen C. England

Keyword(s):

Knowledge Management ◽

Air Force ◽

Management Strategy ◽

Strategy Development ◽

Technology Usage ◽

Km Strategy ◽

Leadership Support ◽

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.

Challenges in Developing Knowledge Management Strategy

Strategic Information Systems ◽

10.4018/978-1-60566-677-8.ch051 ◽

2011 ◽

pp. 788-793

Author(s):

Summer E. Bartczak ◽

Jason M. Turner ◽

Ellen C. England

Keyword(s):

Knowledge Management ◽

Air Force ◽

Management Strategy ◽

Strategy Development ◽

Technology Usage ◽

Km Strategy ◽

Leadership Support ◽

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.

Case Study on the Enterprise Microblog Usage: Focusing on Knowledge Management Strategy

Journal of Intelligence and Information Systems ◽

10.13088/jiis.2015.21.1.47 ◽

2015 ◽

Vol 21 (1) ◽

pp. 47-63

Author(s):

Min Su Kang ◽

Arum Park ◽

Kyoung-Jun Lee

Keyword(s):

Knowledge Management ◽

Management Strategy ◽

Knowledge Management Strategy

A Systemic Framework for Accelerating Collaboration-Centered Knowledge Management Strategy

International Journal of Strategic Information Technology and Applications ◽

10.4018/jsita.2012010102 ◽

2012 ◽

Vol 3 (1) ◽

pp. 15-37

Author(s):

Johanna Bragge ◽

Hannu Kivijärvi

Keyword(s):

Knowledge Management ◽

Management Strategy ◽

Critical Element ◽

Collaboration Engineering ◽

Knowledge Resources ◽

Km Strategy ◽

New Knowledge ◽

Critical Resource ◽

Facilitation Techniques

Knowledge is today more than ever the most critical resource of organizations. However, at the same time it is also the least-accessible resource that is difficult to share, imitate, buy, sell, store, or evaluate. Organizations should thus have an explicit strategy for the management of their knowledge resources. In this research the authors pay special attention to a knowledge management (KM) strategy called collaboration-centered strategy. This strategy builds on the assumption that a significant part of personal knowledge can be captured and transferred, and new knowledge created through deep collaboration between the organization’s members. A critical element in the collaboration-centered KM strategy is the facilitation process that involves managing relationships between people, tasks and technology. The authors describe how the Collaboration Engineering approach with packaged facilitation techniques called ThinkLets is able to contribute to this endeavour.

Creating and Delivering a Successful Knowledge Management Strategy

Knowledge Management Strategies for Business Development ◽

10.4018/978-1-60566-348-7.ch012 ◽

2010 ◽

pp. 261-276 ◽

Cited By ~ 2

Author(s):

Jiming Wu ◽

Hongwei Du ◽

Xun Li ◽

Pengtao Li

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Competitive Advantage ◽

Management Strategy ◽

Management Support ◽

Top Management Support ◽

The Past ◽

Km Strategy ◽

Key Driver

Over the past decade, the rapid proliferation of knowledge management (KM) has been one of the most striking developments in business. Viewing KM as a key driver of competitive advantage, we attempt to provide managers with important guidance on how to create and deliver a successful KM strategy. Specifically, we develop a framework of three factors that are vital to KM success: top management support, a culture of organizational learning, and effective measures of KM performance. To offer a better understanding of the factors, their multiple facets are further investigated and discussed.

Knowledge Management Strategy Formation

Encyclopedia of Knowledge Management ◽

10.4018/978-1-59140-573-3.ch055 ◽

2011 ◽

pp. 419-428 ◽

Cited By ~ 4

Author(s):

Clyde W. Holsapple ◽

Kiku Jones

Keyword(s):

Knowledge Management ◽

Management Strategy ◽

Knowledge Processing ◽

Strategy Formation ◽

Knowledge Resources ◽

Knowledge Based ◽

Km Strategy ◽

Blind Spots

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?