An Analysis of Factors Affecting the Effective Use of Knowledge Management in Counter Improvised Explosive Device (C-IED) Operations

Abstract

Improvised Explosive Device (IED) is a weapon of choice and is likely to remain a major component of the Global War on Terrorism. It is critical that gaps in knowledge transfer are quickly addressed in order to more effectively equip personnel to counter IED (C-IED) threat. Therefore, the military must analyze the current Knowledge Management (KM) programs in C-IED arena in order to maximize transfer of knowledge derived from experience and skill to staffs and finally to commanders. This study investigates the factors that influence effective use of KM in C-IED operations in the military. The study suggests that effective KM program is determined by the interaction of three organizational capabilities: knowledge infrastructure, knowledge process, and leadership orientation. A self-administrated survey was conducted on 300 NATO staff officers who have served in C-IED environments. A structural equation modeling technique was used to test a set of hypotheses using 118 completed responses collected from the survey. The results suggest that out of the 11 constructs within the model; two are rated as àttribute needs immediate attention (i.e. Culture and Traditional Leadership), eight are rated as àttribute needs further enhancement (i.e. Overall Organizational Capability, Knowledge Process, Knowledge Infrastructure, Acquisition, Transfer, Application, Structure and Transformational Leadership) and one is rated as àttribute runs satisfactorily (i.e. Technology). The results of this research have particular value to engineering management researchers and practitioners operating in military domains because it proposes, empirically tests and justifies a conceptual model that explains KM in C-IED operations in the military.