Abstract
This qualitative case study investigated Army senior leader perceptions of knowledge transfer at a single Southwestern United States military installation. The study identified challenges senior leaders experienced when conducting knowledge transfer. In addition to identifying challenges, the study also examined how best practices were implemented to support the decision-making process. Ten Army senior leaders served as the participants in this study. Data was collected from participants through semi-structured interviews. Data obtained from the interviews was analyzed using qualitative software. The computer-assisted, qualitative software assisted in coding, sorting, and organizing data into themes. Four major themes emerged from the data. The four major themes were: senior leaders provided a macro view of knowledge transfer, senior leaders hoard knowledge, organizational culture does not support knowledge transfer, and junior leader contributions were overlooked or omitted. The findings contributed to the development of an evidence-based knowledge transfer model. The findings have implications for senior leaders, junior leaders, and Knowledge Management Officers in a military setting.