Title: A qualitative inquiry into organisational culture's moderating effect on knowledge management projects in the aerospace and defence industry
Authors: Frank D. Christopian, Tim Rahschulte
Addresses: Regent University, 1000 Regent University Drive, Virginia Beach, Virginia 23464, USA. ' George Fox University, 414 N Meridian Street, Newberg, Oregon 97132, USA
Abstract: The management of knowledge permeates the social fabric of business enterprises today. Many suggest that the success of knowledge management is predominately associated with organisational culture. However, while researchers typically conclude that organisational culture affects knowledge management projects, initiatives and organisational effectiveness, there is a lack of research in this regard in the aerospace and defence industry. The research in this manuscript leveraged grounded theory protocols and existing research conducted in other industries to investigate specific cultural implications of organisational knowledge management activities in aerospace and defence companies. A constructivist knowledge claim position yielded theoretical observations about this phenomenon.
Keywords: knowledge management; organisational culture; project management; communication; performance; collaboration; teams; change management; grounded theory; aerospace and defence industry; teamwork.
International Journal of Knowledge Management Studies, 2009 Vol.3 No.3/4, pp.351 - 363
Published online: 06 Oct 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article