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When Knowledge Management Drives a Strategic Transformation Project: The Case of a Brazilian Air Force Organisation

When Knowledge Management Drives a Strategic Transformation Project: The Case of a Brazilian Air Force Organisation

Alexandre Velloso Guimarães
Copyright: © 2011 |Volume: 3 |Issue: 4 |Pages: 13
ISSN: 1941-6253|EISSN: 1941-6261|EISBN13: 9781613509166|DOI: 10.4018/jskd.2011100103
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MLA

Guimarães, Alexandre Velloso. "When Knowledge Management Drives a Strategic Transformation Project: The Case of a Brazilian Air Force Organisation." IJSKD vol.3, no.4 2011: pp.27-39. http://doi.org/10.4018/jskd.2011100103

APA

Guimarães, A. V. (2011). When Knowledge Management Drives a Strategic Transformation Project: The Case of a Brazilian Air Force Organisation. International Journal of Sociotechnology and Knowledge Development (IJSKD), 3(4), 27-39. http://doi.org/10.4018/jskd.2011100103

Chicago

Guimarães, Alexandre Velloso. "When Knowledge Management Drives a Strategic Transformation Project: The Case of a Brazilian Air Force Organisation," International Journal of Sociotechnology and Knowledge Development (IJSKD) 3, no.4: 27-39. http://doi.org/10.4018/jskd.2011100103

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Abstract

This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.

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