Vol. 1 No. 11 (2018): Journal of Leadership and Management

Process of Knowledge Preservation and Transfer Leadership Practices

Vasyl Dmytriv
Boeing, USA
Published May 26, 2018
How to Cite
Dmytriv, V. (2018). Process of Knowledge Preservation and Transfer Leadership Practices. Journal of Leadership and Management, 1(11). Retrieved from http://leadership.net.pl/JLM/article/view/121


This qualitative collective case study with a purposive sample involved an examination of leadership challenges in the aerospace manufac- turing industry in the U.S. state of Washington. This study focused on how leaders can (a) resolve the knowledge gap and develop a com- petitive advantage by building a culture of knowledge sharing and (b) transform manufacturing workers into technical, highly skilled pro- duction professionals by driving multigenerational legacy knowledge in talented individuals. The concept of a knowledge economy helped identify and contextualize these practices. The study was designed to provide new knowledge about organizational leadership for leaders and managers responsible for: (a) strategies that cultivate a knowledge-sharing culture, to close knowledge gaps between workforce generations; (b) knowledge preservation strategies; and (c) initiating a further round of advancement in the aerospace industry. The outcome of the cen- tral research data indicated a significant effect of a knowledge-sharing culture on the employees’ behavior regarding sharing their knowledge without considering the personal risk of becoming less valuable and threatening their job security. The study revealed that a multigenera- tional workforce needs leadership that leads well, for example by creating events at which the seeds of innovation are planted and nurturing a climate for a healthy environment where workers to share their knowledge without concerns for job security.

Keywords: aerospace knowledge culture, knowledge transfer, knowledge preservation, complexity leadership, organizational innovation, multigenerational workforce


  1. Austin, M. J., J. Claassen, C. M. Vu, and P. Mizrahi. (2008). “Knowl- edge Management: Implications for Human Service Organizations.” Journal of Evidence-Based Social Work, 5(1-2), pp. 361–389.
  2. Boatman, J., and R. S. Wellins. (2011). Global Leadership Forecast 2011: Time for a Leadership Revolution! Development Dimensions International, Inc. Retrieved from: http://www.ddiworld.com/ glf2011
  3. Bragg, M. L. (2011). Knowledge Transfer in Multigenerational Orga- nizations. Adelphi: University of Maryland University College.
  4. Chand, S., and J. Davis. (2014). “What is Smart Manufacturing?” TIME Magazine. Retrieved from: http://www.rockwellautomation. com/resources/downloads
  5. Chatman, J. A., and S. E. Cha. (2003). “Leading by Leveraging Cul- ture.” California Management Review, 45(3), 20–34.
  6. Christopian, F. D. (2008). Organizational Culture as a Mediating Fac- tor on Knowledge Management Systems in the Aerospace and Defense Industry. Virginia Beach: Regent University.
  7. Council on Competitiveness. (2012). Report on the Unites States Man- ufacturing Competitiveness Initiative: Dialogue on Next Generation Supply Networks and Logistics. Atlanta: Georgia Institute of Technol- ogy.
  8. Creswell, J. W. (2005). Educational Research: Planning, Conducting, and Evaluating Quantitative and Qualitative Research. Upper Saddle River: Pearson.
  9. Darr, A. (2007). The Knowledge Worker and the Future Skill Demands on the US Workforce. Washington: The National Academies’ Center for Education on Research Evidence Related to Future Skill De- mands.
  10. Dasgupta, P., and W. Dodge. (2010). “High Fliers: Creating the Tal- ent, Leadership, Culture and Organization Capabilities to ... the Aerospace and Defense Industry.” Accenture. Retrieved from: http:// www.accenture.com
  11. Davidson, M. (2013). “Bridging the Information Gap Between the Aging Workforce and Generation Y’s Digital Natives.” In- dustry Week. Retrieved from: http://search.proquest.com/ docview/1434387290?accountid=458
  12. Dehghani, M., and P. Akhavan. (2017). “An Experimental Investiga- tion of Knowledge Acquisition Techniques.” Journal of Management Development, 36(4), pp. 493–514.
  13. Deloitte (2012). Fostering an Innovative Culture: Sustaining Competi- tive Advantage. Retrieved from: http://www.deloitte.com
  14. Deloris, M. (2013). A Case Study of the Knowledge Transfer Practices from the Perspective of Highly Experience Engineers in the Aerospace Industry. La Verne: University of La Verne.
  15. Divakaran, A., M. Mani, and L. Post. (2012). “Best Practices for Meeting Manufacturing’s Global Talent Challenge.” Ivey Business Journal. Retrieved from: http://www.iveybusinessjournal.com
  16. Edwards, J. R. (2010). A Multilevel Study of Leadership, Change-Ori- ented Staff, and Propensity for Innovation Adoption. Fort Worth: Tex- as Christian University.
  17. Frick, D. E. (2011). “Motivating the Knowledge Worker.” A Publi- cation of the Defense Acquisition University, pp. 369–397. Retrieved from: http://www.dau.mil
  18. use of internal and external knowledge for binding multiple ideas into new processes, procedures, and policies. The lead- ership practices that nurture a culture of knowledge-sharing help knowledge carriers through a mindset paradigm shift to an understanding of workplace complexity, workforce di- versity, and generational differences.
  19. Gratton, L. (2011). “Workplace 2025–What Will It Look Like?” Or- ganizational Dynamics, 40, pp. 246–254.
  20. Green, D. D. (2007). “Leading a Postmodern Workforce.” Academy of Strategic Management Journal, 6, pp. 15–26.
  21. Green, D. D., and G. E. Roberts. (2012). “Transformational Lead- ership in a Postmodern World: The Presidential Election of Barack Obama.” Academy of Strategic Management Journal, 11(1), pp. 9–25.
  22. Haider, S. (2009). “The Organizational Knowledge Iceberg: An Em- pirical Investigation.” Knowledge & Process Management, 16(2), pp. 74–84.
  23. Hamer, S. (2010). “Developing an Innovation Ecosystem: A Frame- work for Accelerating Knowledge Transfer.” Journal of Management & Marketing in Healthcare, 3(4), pp. 248–255.
  24. Hanson, W. R., and R. Ford. (2010). “Complexity Leadership in Healthcare: Leader Network Awareness.” Procedia – Social and Be- havioral Sciences, 2(4), pp. 6587–6596.
  25. Hazy, J. K., J. A. Goldstein, and B. B. Lichtenstein. (eds.). (2007).
  26. Complex Systems Leadership Theory: New Perspectives from Complex- ity Science on Social and Organizational Effectiveness. ISCE Publish- ing.
  27. Hemphill, T. (2013). “Policy Debate: The Obama Innovation Strat- egy: How Will It Influence US Business Innovation and R&D Man- agement?” Innovation: Management, Policy & Practice, 15(3), pp. 260–270.
  28. Hemphill, T. A. (2013). “Reports Outline Challenges to U.S. Manu- facturing Innovation.” Research Technology Management, 56(4).
  29. Henard, D. H., and M. A. McFadyen. (2008). “Making Knowledge Workers More Creative.” Research Technology Management, 51(2), pp. 40–46.
  30. Heskett, J. L., W. E. Sasser, and J. Wheeler. (2008). “Ten Reasons to Design a Better Corporate Culture.” Working Knowledge, 1-2. Har- vard Business School. Retrieved from: http://www.hbswkhbs.edu
  31. Hunter, S. T., and L. Cushenbery. (2011). “Leading for Innovation: Direct and Indirect Influences.” Advances in Developing Human Re- sources, 13(3), pp. 248–265.
  32. IBM Corporation. (2012). Aerospace and Defense: An Industry in Transition. Retrieved from: http://ibm.com/aerodefense
  33. Ilinitch, A. Y., R. A. D’Aveni, and A. Y. Lewin. (1996). “New Orga- nizational Forms and Strategies for Managing in Hypercompetitive Environments.” Organization Science, 7(3), pp. 211–220.
  34. Inabinett, J. M. (2010). Employee Tenure: A Quantitative Correlation Study of Employee’s. Phoenix: University of Phoenix.
  35. Isaksen, S. T., and H. J. Akkermans. (2011). “Creative Climate: A Leadership Lever for Innovation.” Journal of Creative Behavior, 45(3), pp. 161–187.
  36. Jaruzelski, B., and J. Katzenbach. (2012). “Building a Culture that En- ergizes Innovation.” Financial Executive, pp. 32–35.
  37. Kieu, H. I. (2010). Leadership Styles and Organizational Performance: A Predictive Analysis. Phoenix: University of Phoenix.
  38. Lakshman, C. (2009). “Organizational Knowledge Leadership.” De- veloping Journal, 30(4), pp. 338–361.
  39. Laszlo, K. (2012). “From Systems Thinking to Systems Being: The Embodiment of Evolutionary Leadership.” Journal of Organizational Transformation & Social Change, 9(2), pp. 95–108.
  40. Lichtenthaler, U. (2011). “Open Innovation: Past Research, Current Debates, and Future Directions.” Academy of Management Perspec- tives, 25(1), pp. 75–93.
  41. Livingston, D., and J. Lusin, A Prescriptive Hybrid Model of Leader- ship: Complexity Leadership Theory and Authentic Leadership Theory, in: The Proceedings of the 5th European Conference on Management, Leadership and Governance: Hellenic American University and the Atexcelixi Conference Centre, Athens, Greece, 5-6 November 2009. Athens: Academic Conferences Limited, pp. 102–109.
  42. Lloyd, S., and C. Harter. (2010). “Intercultural Competencies for Culturally Diverse Work Teams.” Journal of Management Psychology, 25(8), pp. 845–873.
  43. Marion, R., and M. Uhl-Bien. (2001). “Leadership in Complex Orga- nizations.” Leadership Quarterly, 12(4), pp. 389–418.
  44. McCain, B. M. (2010). The Relationship Between Perceived Leader- ship Practices and Organizational Culture Within the Aerospace In- dustry. Fort Lauderdale: Nova Southeastern University.
  45. McNichols, D. (2008). Tacit Knowledge: An Examination of Intergen- erational Knowledge Transfer Within an Aerospace Engineering Com- munity. Phoenix: University of Phoenix.
  46. McNichols, D. (2010). “Optimal Knowledge Transfer Methods: A Generation X Perspective.” Journal of Knowledge Management, 14(1), pp. 24–37.
  47. Mohanta, G. C., and K. P. Thooyamani. (2010). “Perception of Top Level Knowledge Workers on Productivity Improvement Through Tools and Techniques.” Journal of Management Research, 2(1), pp. 1–18.
  48. Mosley, C. M. (2010). “Impact of Leadership on Identifying Right Organizational Designs for Turbulent Times.” The IUP Journal of Soft Skills, 4(1-2), pp. 57–67.
  49. Nelson, K., J. McCann. (2010). “Designing for Knowledge Worker Retention and Organization Performance.” Journal of Management & Marketing Research, pp. 1–18.
  50. Nold, H. A. III (2011). Relationship Between Organizational Cultural Enables of Knowledge Creation and Firm Performance. Phoenix: Uni- versity of Phoenix.
  51. O’Dell, C., and C. Hubert. (2011). “Building a Knowledge-Sharing Culture.” The Journal for Quality and Participation, 34(2), pp. 22–26.
  52. Opstal, D. (2010). “Commentary on Gregory Tassey’s ‘Rationales and mechanisms for revitalizing U.S. manufacturing R&D strate- gies’.” Technology Transfer, 35, pp. 355–359.
  53. Oster, G. (2010). “Characteristics of Emerging Innovation.” The Jour- nal of Management Development, 29(6), pp. 565–574.
  54. Palaima, T., and A. Skarzauskiene. (2010). “Systems Thinking As a Platform for Leadership Performance in a Complex World.” Baltic Journal of Management, 5(3), pp. 330–355.
  55. Peters, M. A. (2011). “Greening the Knowledge Economy: Ecoso- phy, Ecology and Economy.” Economics, Management, and Financial Markets, 6(2), pp. 11–38.
  56. Pilla, S. (2011). A Framework for Transition Management of the Knowledge Workforce in the U.S. Aerospace and Defense Industry. Adelphi: University of Maryland University College.
  57. QSR International. (2014). NVivo10 fundamentals. QRS Internation- al Pty Ltd.
  58. Ramthun, A. J., and G. S. Matkin. (2012). “Multicultural Shared Leadership: A Conceptual Model of Shared Leadership in Cultur- ally Diverse Teams.” Journal of Leadership & Organizational Studies, 19(3), pp. 303–314.
  59. Sakkab, N. (2011). “Our Nation Needs an Innovation Strategy.” In- dustrial Research Institute, Inc., pp. 11–14.
  60. Schreiber, M. and M. Somers. (2006). “Organizations As Complex Adaptive Systems: Implications of Complexity Theory for Leader- ship Research.” The Leadership Quarterly, 17, pp. 351–365.
  61. Singh, S. K. (2011). “Organizational Innovation As Competitive Ad- vantage During Global Recession.” Indian Journal of Industrial Rela- tions, 46(4), pp. 713–725.
  62. Soliman, F. (2011). “Could One Transformational Leader Convert the Organization from Knowledge Based Into Learning Organiza- tion, Then Into Innovation?” Journal of Modern Accounting & Audit- ing, 7(12), pp. 1352–1361.
  63. Soshkin, M. (2016). “The US Aerospace Industry: A Manufacturing Powerhouse.” Business Economics, 51(3), pp. 166–180.
  64. Stempfle, J. (2011). “Overcoming Organizational Fixation: Creating and Sustaining an Innovation Culture.” The Journal of Creative Be- havior, 45(2), pp. 116–129.
  65. Tetenbaum, T., and H. Laurence. (2011). “Leading in the Chaos of the 21st Century.” Journal of Leadership Studies, 4(4), pp. 41–49.
  66. The Aerospace Industry in the United States. (2013). SelectUSA. Re- trieved from http://selectusa.commerce.gov
  67. The White House. Report to the President on Ensuring American Leadership in Advanced Manufacturing. (2011). Executive Office of the President’s Council of Advisors on Science and Technology. Re- trieved from: http://www.whitehouse.gov/administration/eop/ostp
  68. Uhl-Bien, M., R. Marion, and B. McKelvey. (2007). “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era.” The Leadership Quarterly, 18, pp. 298–318.
  69. West, C. J. (2007). Workforce Development in the Context of Organi- zations, Leadership, and Postmodern Thought. Phoenix: University of Phoenix.
  70. Woods, K. (2016). “Organizational Ambidexterity and the Multi-Generational Workforce.” Journal of Organizational Culture, Communications and Conflict, 20(1), pp. 95–111.
  71. Xu, J., and H. C. Thomas. (2011). “How Can Leaders Achieve High Employee Engagement?” Leadership & Organization Development Journal, 32(4), pp. 399–416.
  72. Yanchar, S., J. South, D. Williams, S. Allen, and B. Wilson. (2010). “Struggling with Theory? A Qualitative Investigation of Conceptual Tool Use in Instructional Design.” Education Tech Research Develop- ment, 58(1), pp. 39–60.
  73. Yin, R. K. (2003). Case Study Research: Design and Methods. Thou- sand Oaks: Sage.
  74. Yin, R. K. (2014). Case Study Research Design and Methods. Thou- sand Oaks: Sage.
  75. Yuan, F., and R. W. Woodman. (2010). “Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expecta- tions.” Academy of Management Journal, 53(2), pp. 323–342.