Waikoloa, Big Island, Hawaii
Jan. 7, 2008 to Jan. 10, 2008
edge management (KM) systems, many managers are still unsure how they can implement a KM system that will effectively contribute to the firm's competitive ad- vantage. A common framework is one that breaks down KM into four main activities: knowledge creation, stor- age, transfer, and application. This paper describes one company's use of an alternative perspective?a systems thinking approach?to define and improve KM within the firm. Pratt-Whitney Rocketdyne moved away from view- ing KM as separate processes, to view the organization holistically as a system of people, processes, and tech- nology. Based on this perspective, the company identified and changed key behaviors within the KM environment that led to undesirable states, effectively establishing a generative learning environment. Based on this case study we derive a set of concepts and propositions that can be used by both academic and practitioners to im- prove KM practices. Keywords: Knowledge management systems; systems theory; systems thinking; aerospace industry.
Mark Chun, Kiho Sohn, Priscilla Arling, Nelson F. Granados, "Systems Theory and Knowledge Management Systems: The Case of? Pratt-Whitney Rocketdyne", HICSS, 2008, 2014 47th Hawaii International Conference on System Sciences, 2014 47th Hawaii International Conference on System Sciences 2008, pp. 336, doi:10.1109/HICSS.2008.420