A qualitative inquiry into organisational culture's moderating effect on knowledge management projects in the aerospace and defence industry

The management of knowledge permeates the social fabric of business enterprises today. Many suggest that the success of knowledge management is predominately associated with organisational culture. However, while researchers typically conclude that organisational culture affects knowledge management projects, initiatives and organisational effectiveness, there is a lack of research in this regard in the aerospace and defence industry. The research in this manuscript leveraged grounded theory protocols and existing research conducted in other industries to investigate specific cultural implications of organisational knowledge management activities in aerospace and defence companies. A constructivist knowledge claim position yielded theoretical observations about this phenomenon.