Knowledge Management Strategy in Military Organization from a Socio-Technical Perspectives: A Royal Malaysia Navy Case Study

Abstract

This study examines the crucial role of Knowledge Management (KM) in enhancing organisational performance in Malaysian Armed Forces specifically within the Royal Malaysian Navy (RMN). Due to frequent staff rotations, significant expertise is often lost when experienced personnel transfer, retire, or leave the service. This loss can negatively impact fleet readiness and operational efficiency. Despite the importance of KM, the Malaysian Armed Forces, including the RMN, lack of comprehensive KM framework. The objective of this research is to develop a KM framework for the RMN, adopting a socio-technical approach that integrates people, processes, technology, and structure. This study employs a qualitative single-case research design and utilises semi-structured interviews with nine naval personnel onboard a ship at the Lumut Naval Base. Data from these interviews will be analysed using ATLAS. Ti software and themes will be identified through thematic analysis. Preliminary findings suggest that while certain KM initiatives are in place, overall KM implementation is rated as low to moderate. Additionally, the RMN lacks a structured KM Strategy and clear execution criteria. This study contributes to the development of a KM Strategy for the RMN which with the right leadership support, could facilitate its transition into a world-class navy and avoid knowledge loss.