Introduction
It has been viewed that knowledge management is almost 35, 000 years old; it was practices when Cro-Magnon scratched facts in terms of petroglyphs on a wall. Knowledge is now being recognised as one of valuable asset in their own right. The opportunities for business at present are using information and their intellectual assets more effectively. However, the methods used by various companies including Boeing might be different, but information sharing is the major survival approach for the company. From last fifteen years, technological, economic and social changes have altered dramatically the workplace as well as the way employees are carrying out their work (Shaw & Williams, 2009).
No doubt, globalisation has led to increase
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How Boeing is able to manage knowledge is a market differentiator and it’s the people who hold it for the company’ (www.boeing.com, 2016).
Discussion and Analysis
Developing knowledge generation abilities within the organisation leads to create an environment with flexibility in order to meet up the new challenges. The adaptive flexibility of the firm is its liveliness in this face paced, globalised era as important success factor. Majority of the organisations are beginning to understand the important of knowledge sharing of their employees is their most valuable asset (Jonathan, 2015). And even some have started to actively manage the resources on a broader scale.
What is Knowledge
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Thus the effort of standardised knowledge management can be quite complex to undertake at Boeing. Not just people learn diverse ways, but the Boeing sites might have diversified needs and requirements. In spite of this, the leaders of knowledge management at Boeing agrees with the fact that these despite of such difference, motivating knowledge sharing culture is of central importance, whereas many tools are enablers of knowledge management. The Operations & Technology, Engineering organisation at Boeing is starting to drive the culture of knowledge
The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.
This paper focuses on the impact of Management of Information Systems (MIS) on Boeing. In this endeavor, it highlights the new technologies that will most likely impact on the organization and structure. In addition, the paper discusses possible impacts of new technological advancement on the company, to remain competitive in the face of the new technological developments. In this regard, the paper reflects on the possible strategies that Boeing is likely to adapt so that it remains competitive that is, by introducing new technological developments. Finally, with such a move of adapting or not adapting the new technology, this research paper looks at risks that are associated with both moves that the company might opt for.
While no company perfectly manages its resources, Boeing has proven itself to be one of the better firms in that regard, and with its approach to innovative technology and prudent management of their assets they will probably be around long enough to further improve on an already solid foundation.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
The commercial aviation industry has been a booming industry since the first airlines were established, and in today’s world of growing demand for air travel, Airbus is looking to gain market share of the VLA, or Very Large Aircraft, market. Airbus’ main opponent in terms of the manufacture and sale of jet aircraft has been Boeing, with its importance to the U.S. economy over the past 50 years in supplying the military with defense aircraft, commercial airlines with aviation aircraft, and even NASA with space shuttles. Until now, the start of the 21st century, Airbus has not been able to produce a product to compete with Boeing’s 747 in the VLA market; Boeing has held monopoly in VLA market in terms of its 747-xxx airplanes. In order to attain greater market share in commercial aviation, Airbus, reputed for innovative design and technology, began exploring the possibility of creating a jumbo jet in 1990. Now, 10 years later, Airbus has developed and finalized the basic design of their first VLA air plane: the A3XX.
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
Introduction With today’s rate of development in technology, there has also been an immense increase in global information sharing. Innovations in technology and design seem to be emerging in the market almost every month. One of the key aspects of any business is to gather, organize and efficiently apply this information. According to Antonic (2005), economic assets are fast becoming of secondary importance in the market as companies ascribe more importance to intellectual capital. With the right application of knowledge management methods, companies can achieve a competitive advantage by managing the immense amount of information available (Balanced Scorecard Institute, 2002).
Planning, an imperative part of any business environment, is a daily focus at Boeing Corporation. The organization faces daily challenges to produce products to fit the consumer wants for air travel, comfort, and efficiency. While Boeing deals with a constant need for innovative ideas, it also deals with the challenges of its main competitor Airbus, who has historically been subsidized by many of the European nations to compete with Boeing for a larger share of the market. Boeing management, through excellent planning, an ethics policy that demands large returns for shareholders, and constant work to comply with ever changing legal demands of the industry has led to the constant success of the company. "It was the jet Boeing didn't build that averted what could have become one of the worst crash landings in the company's 91-year history--and cleared Boeing to conquer the skies again. "
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
This knowledge is then utilized to make their organisation more effective a (Tannenbaum and Alliger 2000, O'Dell, Grayson jr. and Essaides 1998) and possibly advanced some measure of distinctive competence. Further, the term ‘Knowledge Worker’ was created by management erudite, Peter Drucker as far back as in the 1950s. (Drucker 1968) advanced that ‘Today the centre is the knowledge worker, the man or woman who applies to productive work ideas, concepts and information rather than manual skill or brawn…. Knowledge is now the main cost, the main investment and the main product of the advanced economy and the livelihood of the largest group in the
Boeing is one of the largest and most powerful American multinational corporations which mostly designs, manufactures and sells airplanes along with rotorcrafts, rockets and satellites. The corporation lost its market share to Airbus in the late 1990s, so it was in need of a new aircraft that would generate revenues by creating value for customers.
These processes require Boeing to plan and research. These plans can guide Boeing through its restructuring, it can reveal the weaknesses and it can ease the whole process.
It was in the early 1960’s that Peter Drucker introduced the terms ‘knowledge work’ and ‘knowledge worker’ (Drucker, 1993). What was considered as radical in the 1960s has become a reality of economic relevance in the twenty first century. Globally, knowledge assets have emerged as the most important contributor to economic development and competitive advantage (Malhotra 2003). This has resulted in a workforce that comprises knowledge workers with specific skills and very different needs from that of the traditional workforce. Knowledge work is predominantly complex and ambiguous. Being more knowledge intensive, knowledge work requires different skills and mental orientation. Thus, knowledge workers are employed for their ability to think for themselves and their work involves a high degree of autonomy. Qualitatively knowledge worker are very different from less-skilled workers, and even though they may be much less in numbers, they need to be treated differently. Different HRM practices are needed for the knowledge workforce: they have to be more performance-support or performance-facilitation oriented for the knowledge workers than performance-management oriented (...
...rs, and recorded for future reference as required. The increasing of recognition of the commercial value of employee expertise has stimulated organizations of all sizes and complexity to adopt many of the principles and concepts of knowledge management. (Debowski, 2006)