Strategic knowledge management in aerospace industries: a case study

Abstract

Purpose The objective of this paper is to develop a model for planning and establishment of knowledge management (KM) strategy in one of the Iranian Sub‐stream Aerospace Industries Organization to improve company's performance. Design/methodology/approach This research tries to use multi‐method approach by integrating balanced score card, which is a renowned strategic management approach, and Nonaka and colleagues' knowledge creation process (socialization, externalization, combination, and internalization model), which is a well‐known knowledge creation and conversion model, being adopted as the foundations of strategic knowledge management model (SKMM). Findings The analytical approach identifies eight issues as critical success factors of the knowledge strategy map in this case study. The overall results from the case study are positive as well, thus reflecting the appropriateness of the suggested SKMM model. Research limitations/implications SKMM can be used to help forward the plan, establishment and evaluation of KM strategies and initiatives. This helps to ensure that the essential issues are covered during design and implementation phases of KM strategies. Originality/value This paper further provides an integrated perspective of KM metrics in high‐tech industries including the aerospace industry. It gives valuable information and guidelines that hopefully will help leaders to consider important issues during performance measurement of KM strategies in organizations.