Inside the knowledge management of the aviation industry

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These days the numbers of communication channels has grown. No longer the effectiveness of a mailing that matters, but the dialogue that is conducted through all the different channels is important. Knowledge management can play a role in the focused creation, distribution and also in the use of vital knowledge. A mistake thats often made is that knowledge management can never take the place of the product. We are swamped with information these days. And at the peak of digital revolution, the aviation industry was overwhelmed with data. However, knowledge is a rare commodity and it is more often an exercise of memory. It’s important to understand where the knowledge comes from because then you can plan to transfer it and even explore the future phases.

Knowledge management is actually operational process, talent management and strategic processes all combined together. The management uses the knowledge it acquires or generates which an organization gathers by means. This is based on a framework known as the Knowledge Hierarchy:

  • Means;
  • Gather;
  • Manage;
  • Use.

It is needed to be clear in which segments certain campaigns yield for the best results. Within the operational processes airlines need to observe and react to combine and bind a product so that they can develop and produce this certain product. At the end op strategic processes they need to steer and supervise the proces, coordinate and check and eventually participate and support the process. It requires effort from everyone involved to share their knowledge and collectively to learn more quickly from the experiences to create a common understanding of the reality. The meaning of certain actions or interactions needs to be understood so that it can gain the inspiration for further development and exploit knowledge.

Learning is the development of so called mental models. It needs to bring te hidden image of reality to the surface, and to hold it up to the light. To know how, who, what, why, when and where. Another pyramid for the domain of information science and knowledge management formalized the concept of the DIKW knowledge hierarchy by Danny P. Wallace. It stands for data, information, knowledge and wisdom. The basis for the language of information science. Data is at the bottom of the pyramid, anything that is encoded and recorded. Then the information comes, which is nothing less than organized and structured data. The next level is knowledge which is a collection of information that has meaning beyond the information itself. And finally wisdom which represents the usage of accumulated knowledge. In the end knowledge management systems can be helpful, but remember it ultimately remains a human task.



A. D. Fainburg. (27 June 2006). Knowledge Management in the Aviation Industry. Retrieved from:

E. Peelen, R. Beltman. (2013). Customer relationship management, second edition.

R. B. Bouncken, S. Pyo. (2003). Knowledge management in hospitality and tourism. Retrieved from:

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