Knowledge Management Platform at Taiwan Aerospace Industrial Development Corporation (AIDC): A Case Study

By Hung Bing Wang and Ding-Bang Luh.

Published by Knowledge Management: An International Journal

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Article: Print $US10.00
Article: Electronic $US5.00

Aerospace industry development embodies national competitiveness. Generally speaking, the aerospace industry is considered to be a knowledge intensive industry. The Aerospace Industrial Development Corporation (AIDC), affiliated with a state-operated corporation belonging to the economic ministry cabinet, has years of experience with space vehicle development. It also has rich experience with aircraft design, testing, manufacture, logistics, and so on. Because of the cutthroat competition in the knowledge economic era, AIDC decided to establish a knowledge management platform aimed at raising corporate value and core competencies, and at moving forward to sustainable management. The study was conducted on the basis of a case study accessed through AIDC’s internal research methods. The author, who had the experience of being a process integration engineer from 2002 to 2006 at AIDC, discusses the construction of a knowledge management platform at AIDC, analyzed internal knowledge sharing and transmission among employees, and determined its impacts on individual work. The purpose of the study is to find whether there were positive or negative impacts on business operation after the concept transmission of knowledge management and the creation of knowledge management tools. Knowledge management enhancement at AIDC can be divided into four stages: strategy, advocacy, introduction, and innovation. The study analyzed the work effectiveness of knowledge management in practice through four years of internal observation and recording, and discussed electronic auxiliary tool applications such as AIDC’s Engineering System, Lotus Notes, the AIDC KM System, et al. As a result, knowledge management is implemented among executive classes. The study, which discussed the boosting and blocking roles of knowledge management, could be referenced as an example for knowledge management enhancement of other medium-sized and small enterprises in Taiwan.

Keywords: Case Study, Knowledge Management System, Knowledge Community, Aerospace Industrial Development Corporation

Knowledge Management: An International Journal, Volume 12, Issue 3, pp.9-19. Article: Print (Spiral Bound). Article: Electronic (PDF File; 920.478KB).

Hung Bing Wang

Ph.D Candidate, Institute of Creative Industries Design, National Cheng Kung University, Tainan, Taiwan

Received his M.S. degree in Industrial Design from National Cheng Kung University (NCKU) in Taiwan. He was an integrating engineer and project manager in Aerospace Industrial Development Corporation (AIDC) in Taiwan for over four years. He currently is a Ph.D. candidate in the Institute of Creative Industries Design from NCKU in Taiwan.

Prof. Ding-Bang Luh

National Cheng Kung University, Taiwan

Received his Ph.D. degree in Design from Illinois Institute of Technology (IIT) in the USA. He was chairman of the Department of Industrial Design from 2007 through 2010. He currently is a professor at National Cheng Kung University (NCKU) in Taiwan.