KNOWLEDGE MANAGEMENT TOOLS AND ORGANISATIONAL PERFORMANCE: A STUDY OF THE INDIAN AIR FORCE

Abstract

Knowledge Management (KM) is a universal need for all organisations, and military organisation like the Indian Air Force (IAF) is no exception. IAF is a knowledge enterprise like any other organisation. However, the immense size, geographical dispersion and hazardous environment associated with the military make it an extreme case even among large global knowledge enterprises. Because knowledge is rarely distributed evenly through large organisations and the characteristics, objectives, conditions, structure and culture of the military are unique, the need for knowledge flow is more crucial and is particularly acute in military organisations. Realising the significance of a KM, few of the world's contemporary military organisations have reorganised their policies and doctrines to include KM at the core. The IAF is the fourth largest air force in the world and the aggressive KM initiatives assume a vital role. However, IAF is extremely diverse in its knowledge systems and practices and any attempt to summarise military KM in its entirety would be presumptuous, if not impossible. The environment in IAF is volatile, uncertain, complex, and ambiguous. The study made an effort to study the nuance of KM in such an environment without adequate support from the relevant literature. Therefore, for a wholistic appreciation of KM in IAF, a multifaceted study was undertaken with the objectives of understanding KM in a military context, developing parameters for measuring the performance of the IAF and then empirically testing the relationship between various enablers of the KM environment and KM tools with these performance measures. A descriptive research design was employed and data was collected using non random sampling techniques. Data was collected with the help of a self-administered questionnaire employing a Likert scale. IAF veterans with more than 15 years of experience were selected for the study. The Confirmatory Factor Analysis (CFA) marker approach which is considered to be the most comprehensive, integrated, current and best approach to test the common method bias (CMB) was applied to the study. The study adopted multiple methods to boost response reliability and content validity and reduce various biases. All the assumptions for multivariate testing were fulfilled and the sample was found adequate using the KMO test. All the criteria for the reliability of the measurement model and the validity of the instruments were satisfied. Model Fit indicated the level of consistency of the v hypothesised model and the data. A multi-staged analysis was conducted beginning with Exploratory Factor Analysis (EFA), CFA and finally testing the hypotheses with the help of Structural Equation Modelling (SEM). EFA resulted in the establishment of 11 variables that included eight independent variables (five variables of KM enablers and three KM tools) and three dependent measures of Organisational Performance (operational performance, maintenance performance and administrative performance). The factor structure was confirmed using CFA, reliability and validity were also checked through Composite Reliability (CR) and validity was established through SPSS and SEM and checking the Model Fit measures. To commence, the study took a fine-grained approach to understanding KM issues in a complex military environment through a thorough review of the literature. The study endorses that military organisation is enormously intricate and has a unique context, missions, structural and cultural attributes, leadership style, resources and operating environment. In the absence of any specific measures of performance for the military organisations of a developing country like India, the study developed certain measures after a thorough review of the literature and consulting experts. Path Analysis was used further to test the relationship of these performance parameters with the enablers of the KM environment and KM tools. The findings of the study revealed a mixed result, with some KM indicators having a positive effect on the organisation’s performance while others negative. The study found a positive relationship between the KM of air warriors and various measures of organisational performance in IAF. The data indicates that the people in the IAF understand KM and are willing to accept and learn from experts and share their knowledge with those in need. Whereas, the relation of other enablers that is KM culture, process, strategy and information technology with the measure of performance was not supported. The study indicates that though the individual air warriors support the KM activities, the other enablers which are key for creating a knowledge environment are not supportive or aligned towards KM initiatives. The probable causes which may act as a barrier towards creating a KM environment may include strict standard operating procedures with little margin for error, rigid processes, hierarchy, leadership style, a closed environment, lack of a formal KM strategy and absence of defined KM role or designated knowledge officers to name a few. The study found that KM tools used for sharing and application of knowledge (TSAK) which are mostly individually driven and rely on people for sharing and applying the knowledge have a vi significant positive relationship with the performance in the IAF. Whereas, the KM tools used for identification and creation of knowledge (TICK) and for capture and storage of knowledge (TCSK), which mostly requires organisation support and resources were negatively related to the organisational performance in the IAF. The study indicates a possible lack of an organisational-driven or formalised setup that encourages the use of KM tools in the IAF. The KM initiatives and use of KM tools in IAF are deemed to be individually driven or undertaken in a fragmented form at lower levels. The IAF emphasises sticking to the laid down procedures and policies, and aggressive modernisation of its equipment and IT infrastructure, with little focus on the soft powers like KM that exploit individual and organisational knowledge for sustainable gains.