Lesson learned: organizational realities influence KMS implementation
| Pages | 476-489 |
| Published date | 24 October 2008 |
| DOI | https://doi.org/10.1108/03055720810917723 |
| Date | 24 October 2008 |
| Author | Diana L. Burley,Gayatri Pandit |
| Subject Matter | Information & knowledge management |
Lesson learned: organizational
realities influence KMS
implementation
Diana L. Burley and Gayatri Pandit
Center for the Study of Learning, The George Washington University,
Ashburn, Virginia, USA
Abstract
Purpose – This case study aims to describe the lessons learned from the implementation of a Lessons
Learned Knowledge Management System (LLKMS) at Global Safety Assistance (GSA), a US
Department of Defense contractor working in support of a global security initiative.
Design/methodology/approach – The case study was designed around five related objectives to
examine the knowledge integration and transfer processes of GSA. Schwandt’s Organizational
Learning Systems Model (OLSM) was used to conceptualize the study and inform the findings. The
OLSM describes the organizational transformation process whereby information is converted into
useful knowledge. The authors worked collaboratively with GSA staff to gather observations about
GSA knowledge integration strategies and their relative effectiveness through semi-structured
interviews, participant observation, and the analysis of internal documents.
Findings – GSA’s LLKMS implementation strategy attempted to simultaneously change
organizational culture, individual behavior, group communication patterns, and technology use.
This strategy inhibited the implementation of the LLKMS because it underestimated the impact of key
organizational realities such as the silo structure, existing communication patterns and information
sharing processes, and critical elements of the organizational culture.
Originality/value – This paper discusses GSA’s implementation strategy, identifies specific
challenges resulting from the attempt to simultaneously change multiple organizational processes and
individual behaviors, and provides practical recommendations for future LLKMS implementations.
Keywords Knowledge management, Organizationalchange, Corporate strategy, Defence contractors,
United States of America
Paper type Case study
1. Introduction
This case study describes the lessons learned from the implementation of a Lessons
Learned Knowledge Management System (LLKMS) at Global Safety Assist ance (GSA),
a US Department of Defense contractor working in support of a global security
initiative. GSA implemented a LLKMS in late 2007 to provide “targeted, detailed, and
relevant information” to GSA personnel when they need it.
1.1. GSA
GSA, a subsidiary of a large US Department of Defense (DoD) contractor, works in
support of the DoD Safety Center (DSC) to assist in their global security initiatives.
GSA provides support for a wide span of performance from policy to detailed technical
field execution across 12 different core areas (e.g. logistics, formal training, facility
construction, and information management and technology). The nearly 200 GSA staff
members collaborate with 14 different partner organizations to support DSC initiatives
across seven different countries.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
VINE
38,4
476
VINE: The journal of information and
knowledge management systems
Vol. 38 No. 4, 2008
pp. 476-489
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055720810917723
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