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Essay / Research Paper Abstract
Airbus is a company that relies on the use of knowledge, with particular challenges as a result of the fragments structure of the firm. This 12 page paper examines the firm, its structure, culture and systems and the way it has adapted and changed using knowledge in order to assess whether or not the firm could be classified as a learning organization. The bibliography cites 16 sources.
Page Count:
12 pages (~225 words per page)
File: TS14_TEorglnair.rtf
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Unformatted sample text from the term paper:
be as simple as understanding what it is the customers want and assessing the best way of providing it. The impact of organizational learning is often overlooked, but it helps
a firm to become successful and overcome issues as well as help to source and develop competitive advantages. One company that appears to have faced a large number of difficulties
but has sought to overcome them using careful knowledge management and developing some degree of organizational learning is Airbus. With an organization that is spread across diverse locations working in
a high tech industry it may be argued that this is an organization that is highly reliant on the use of knowledge and its management to flow through the organization.
2. Background to Airbus The foundation of Airbus is only seen in 1970. . The foundations of Airbus were a consortium made up of the French company Aerospatiale
and a group of German aircraft manufacturer; Deutsche Airbus. The alliance was formed to build the first twin-engine widebody airliner; the A300. From the very beginning Airbuses was challenging Boeing,
entering the market with the perceived gap. The consortium grew, shortly after it was created CASA; a Spanish aviation firm joined. Airbus was known as Airbus Industrie GIE at this
point. With the consortium it was necessary to find new headquarters and in 1974 headquarters were transferred to Toulouse from their former Paris base (Airbus, 2008). In 1979 a new
member joined a consortium; British Aerospace creating an organization with four partners. The four partners were known as Airbus France, Airbus Deutschland, Airbuse Espa?a and Airbus UK (Airbus, 2008). The
firms are working together in a consortium, but operated as national companies each having specific areas of responsibility manufacturing aircraft components which would be assembled in Toulouse (Airbus, 2008; Esty,
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