Process of Knowledge Preservation and Transfer Leadership Practices
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
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