A Comparative Assessment of Knowledge Management Leadership Approaches within the Department of Defense

Abstract

Knowledge has superseded traditional corporate assets and has become the strategic resource for competitive advantage. To reap the benefits of knowledge, organizations must harvest and leverage the collective knowledge of the entire workforce. This is achieved through effective knowledge management. KM involves processes to create, to store, and transfer knowledge to accomplish business objectives and to achieve a competitive advantage. The Department of Defense has also recognized the importance of KM and has since mandated the acquiring, refining, and sharing of knowledge. The Departments of the Army, Air Force, and Navy have each undertaken individual KM efforts. This research, guided by Dr. Michael Stankosky's Four Pillar Framework, used a case study methodology to investigate each of the department's KM leadership and described how they compare and contrast (Stankosky, 1999). This study identified evidence of each KM leadership element for all three departments. Additionally, this research revealed that each department approaches KM leadership uniquely.

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Document Details

Document Type
Technical Report
Publication Date
Mar 01, 2007
Accession Number
ADA467369

Entities

People

  • Tommy V. Marshall Ii

Organizations

  • Air Force Institute of Technology

Tags

Communities of Interest

  • Human Systems

DTIC Thesaurus Topics

  • Air Force
  • Best Practices
  • Business Administration
  • Case Studies
  • Commerce
  • Community Of Practice
  • Data Analysis
  • Department Of Defense
  • Electronic Mail
  • Information Systems
  • Knowledge Management
  • Management Personnel
  • Organizational Structure
  • Social Sciences
  • Students
  • United States
  • War Colleges

Fields of Study

  • Business

Readers

  • Defense Acquisition Program Management
  • Organizational Process Management (OPM).