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In previous studies, some of the KM enablers documented include leadership operations in the form of a KM officer, financial aspects, and the organizational culture. On the other hand, the major barrier involves resistance to change due to the traditional culture emphasizing socialization and the establishment of trust before fostering business operations. From the gap analysis, some of the strategies that the Emirates Group could embrace include investing more in training sessions and workshops, designing the KM program in a manner that enables it to protect tacit knowledge from loss, and engaging in virtual team formation to foster an awareness of the value lying in KM program support. In so doing, it is projected that the company’s employee operations will be closely linked or aligned to the leading goals and objectives, upon which desirable degrees of productivity and competitiveness might be achieved. This paper has examined the aspect of knowledge management by gaining specific insights from the context of the Emirates Group. Whereas KM at the firm level comes in the form of articles presentations, reports and memos, group levels have seen KM emerge via an operational information system responsible for guiding the airline company’s daily operations. On the other hand, individual-level KM at this company exists in terms of the exRez software through which travelers can add destination activities, car rentals and hotel rooms to their flights, a process that occurs during online booking. In the future, there is a need for the company to remove the aforementioned barriers or obstacles perceived to stall progress, including organizational silos that are documented to set teams and individuals apart; besides hindering problem identification and solving on a collaborative basis.
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