A critical component needed to maintain National Aeronautics and Space Administration’s (NASA) mission will be Johnson Space Center’s (JSC) ability to build off previous space program’s lessons learned by utilizing knowledge management (KM) activities and practices. Currently, at the local level of NASA JSC, employees lack cultural enablers that can stimulate behaviors that promote knowledge management practices that within the organization. Through surveys conducted with current NASA civil servant employees, this thesis investigates current involvement and attitudes in knowledge management activities/programs and practices of NASA JSC employees at the local level. By understanding the local employee’s involvement and attitudes of knowledge management, recommendations can be made on how to create a culture change that stimulates behaviors that promote knowledge management within the local level’s of NASA JSC. / text