Date of Conferral
2023
Degree
Ph.D.
School
Public Policy and Administration
Advisor
Morris Bidjerano
Abstract
This case study examined the U.S. Army’s implementation of knowledge management (KM) as an integrating process within its command and control system. The research problem explored was the U.S. Army’s attempts to measure knowledge transfer using the KM Maturity Model (KM3) and KM Assessment Tool (KMAT). The purpose was to determine levels of KM maturity and knowledge barriers that affected decision-making. The conceptual approach used Nonaka and Takeuchi’s process theory for the knowledge-based firm, combined with Argote and Hora’s framework of knowledge transfer as it applied to Moore’s concept of public value. The central research questions explored the levels of KM maturity for U.S. Army headquarters and how their staff elements described knowledge transfer barriers. This study used a qualitative single case study design with eight embedded units of analysis. Analysis of archival data from the KM3 found that the average KM maturity level of the units of analysis indicated that some processes were repeatable but unlikely to be rigorous. Thematic analysis of archival data from the KMAT revealed four major knowledge transfer barriers: content management, personnel turnover, portal use, and anchoring KM in institutional governance. The findings may be used by the military to guide positive social change in its occupational structure, personnel management, training, KM policy, and technological approaches to content management. These changes, if instituted, may also enhance future decision-making by senior Army leaders, leading to efficient commitment of public resources.
Recommended Citation
Van Laar, David Marvin, "Knowledge Management Implementation in U.S. Army Headquarters: A Case Study" (2023). Walden Dissertations and Doctoral Studies. 14575.
https://scholarworks.waldenu.edu/dissertations/14575
