Purpose -With the advent of information and communication technologies (ICT), some organisations have endeavoured to develop and maintain systems commonly known as project histories. This paper aims to provide a framework to the construction organisations in order to improve the learning from projects through the development and use of project histories. Design/methodology/approach -This paper provides an interpretative investigation of the issues concerning project histories for one leading construction company in Australia. A systems approach (soft system methodology (SSM)) is used in this study as a tool to comprehend the underlying processes and to highlight the related issues. Findings -The research has shown that project histories are poorly designed, implemented, managed and applied in the organisation studied. This paper argues that reason for this deficiency is the lack of support from senior management, and proper integration of project histories into a company's overall strategy and vision. As a result of applying SSM participants of the study and analyst have come into an agreement of carrying out six actions that have the ability to improve the process concerning project histories.Research limitations/implications -The study is relevant to the organisation under study. It is because the use of SSM results in developing a relevant system rather than developing a correct general system. However, the study involves one of leading construction organisation in Australia and other organisations may find commonalities in problems and issues raised and solution proposed. Practical implications -The research has the potential to improve the use of project histories and put these into practice. This could inhibit mistakes being repeated, saving on rework and not re-inventing the wheel. Originality/value -Recent interest in organisational learning and knowledge management is having an impact in the construction industry. Major companies are gearing up to incorporate these emerging business philosophies into their overall strategy and vision. With the adoption of knowledge management strategies into construction companies, it will be possible to apply project histories and conduct project learning in an efficient way. This type of the study can be said to be the one of the firsts of its kind in an Australian context and may be regarded as a founding work for future studies.

Purpose -The purpose of this paper is to develop a synergy between the approaches of knowledge management in a learning organisation and supply chain management so that learning chains can be created in order to unleash innovation and creativity by managing knowledge in supply chains. Design/methodology/approach -Through extensive literature review, commonalities between knowledge management and supply chain management were elicited. Knowledge Advantage framework, which was developed as a part of CRC for Construction Innovation Australia, research project "Delivering improved knowledge management and ICT diffusion in Australian construction industry", has been proposed to extend across the supply chain in order to develop learning chains. Findings -The paper provides a conceptual grounding for future research in the area of knowledge management and supply chain management and suggests that, as unit of competition changes from organisation vs organisation to chain vs chain under supply chain management, learning organisation itself will not be an answer to the complex and dynamic business environment. The learning chains are to be created instead, through managing knowledge in supply chains that will facilitate innovation and creativity essentially required to thrive in the unpredictable business environment of today. Originality/value -The paper explores the role of knowledge management to serve as such a vehicle in the emerging paradigm of supply chain management through which innovation and creativity can be unleashed by a collaborative effort of all the members of the supply chain. This paper explains how the benefit derived from a KM initiative termed as "knowledge advantage framework (K-adv)", originally developed for a certain single organisation, can be extended across the supply chain partners, which helps creating a culture of knowledge sharing through which a knowledge advantage for the whole supply chain can be developed. It can then be used to unleash creativity and innovation in the construction projects.

Purpose -This paper aims to summarise a Doctor of Philosophy research study. The purpose is to provide a summary of the scope, literature review, main issues raised in the thesis, the application of a two phase action research methodology, key research findings and potential areas for future research. Design/methodology/approach -The research investigates the role of knowledge management (KM) in supporting innovation and learning in the construction industry. The research is carried out in two phases. Phase 1 employs a grounded theory methodology to develop and map out the current state of knowledge-related activities being undertaken in two leading Australian construction organisations. This is developed into a model that shows that the segregation between three crucial components -people, process and technology -of an organisation is required to successfully carry out construction work. Phase 2 utilises soft system methodology (SSM) as a KM tool to identify the gap between organisations' internal and external knowledge sources. This gap is significant as it restricts the pull of knowledge from external knowledge sources. Findings -This investigation provides a model to achieve KM initiatives through adoption of SSM. This results in an improvement in the integration of people, process and technology within an organisation, an increase in the capacity of the organisation to pull external knowledge, and thereby improve its own internal knowledge bank. All these improvements help an organisation to transform itself into a learning organisation that can continually adapt and innovate. Practical implications -KM research is relatively new in the construction industry. This research has significantly added to the existing body of knowledge in the domain of KM by effectively linking KM with innovation and learning. This provides a strong case for employing KM in order to make innovation a regular phenomenon within the construction industry and encouraging organisations to transform themselves into learning organisations. Originality/value -This paper provides practitioners with an insight into how KM can be applied in project management (PM)-oriented organisations. Also the research explores an identified gap between PM research and practice, and argues that industry needs to effectively work in collaboration with knowledge sources found in academia. The paper also demonstrates that SSM can be used to create artefacts of knowledge.

Purpose -This paper aims to discuss how knowledge-pull from external knowledge sources could systemise knowledge exchange as a knowledge management (KM) initiative and to argue how it could contribute to successful application of innovative techniques. Design/methodology/approach -Soft System Methodology (SSM) used to carry out a case study on a specific innovation diffusion initiative within an organisation. Findings -Construction organisations need to actively participate in knowledge activities possibly organised through universities or other research bodies. This interaction bridges the gap between research and its practical implementation. Much useful academic research goes unnoticed because of a lack of interest by construction organisations in attending knowledge events such as conferences, symposiums or run joint research programs with the academia. Research limitations/implications -Study recommendations have specific relevance to the organisation under study rather than being more widely generalisable. Only one innovation diffusion example was focused on. However, the SSM approach is generalisable in the study of problems and issues raised and to identify a proposed solution. Practical implications -This research highlights the gap that exists between academic knowledge and its practical use by construction organisations. Construction organisations and external knowledge sources (e.g. academia) need to think positively about how to make collaboration more practically useful to organisations. Originality/value -The research provides a template of how one major construction contractor benefited from its approach to participating in external knowledge activities and explains using SSM how it successfully used knowledge-pull for delivering significant benefit from diffusing an externally developed innovation.

The crux of knowledge management theory is to devise different strategies to capture the tacit knowledge of the people in the organization, to make it explicit and to share it throughout the organization. This paper draws from the literature in cognitive psychology and highlights the limitation of the human mind by observing that knowledge is lost out of memory over time. Judgment and gut feelings are usually associated with different forms of biases and heuristics that may influence decision making negatively by altering the context in which the knowledge has been constructed. The paper argues that the timing and context in which tacit knowledge has been shaped is of immense importance when attempting to capture it. It is suggested that, while striving to capture the tacit knowledge of the individuals, it is important to make sure that it is not under the influence of any bias and its context is accurately perceived and preserved. Biased and incomplete knowledge may do more harm than good and should be avoided.

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Purpose -The purpose of this paper is to describe a Doctor of Project Management research study including summary of the literature review, the application of the combination of case study, survey and theory building research methodologies, key research findings and potential areas for future research. Design/methodology/approach -The research investigates the reasons for the limited adoption of earned value management (EVM) as a project performance evaluation technique. It proposes new extensions to this technique that will be beneficial to project management practitioners. The multifaceted research approach incorporates the following elements: a review of previous and current literature on EVM; a survey of project management practitioners on their practices and attitudes towards EVM; analysis of the known challenges of the EVM technique; development of techniques to address and resolve the EVM challenges; consolidation of those techniques into a single framework and implementation model; and validation of that framework and model through multiple methods.Findings -The research confirms that EVM can be greatly enhanced and simplified though three key initiatives: include the cost assurance (i.e. risk transfer) provided by procurement contracts; measure project achievement and progress on the completion of each phase, rather than monthly; and combine the above into a simplified, single model. Originality/value -This paper provides practitioners with an insight into how EVM can be enhanced and applied in project management organisations. In particular, the integrated PAVA technique should be particularly useful to projects using the rolling wave approach, as its recognition of phases provides a framework for short-and long-term planning.

The crux of knowledge management theory is to devise different strategies to capture the tacit knowledge of the people in the organization, to make it explicit and to share it throughout the organization. This paper draws from the literature in cognitive psychology and highlights the limitation of the human mind by observing that knowledge is lost out of memory over time. Judgment and gut feelings are usually associated with different forms of biases and heuristics that may influence decision making negatively by altering the context in which the knowledge has been constructed. The paper argues that the timing and context in which tacit knowledge has been shaped is of immense importance when attempting to capture it. It is suggested that, while striving to capture the tacit knowledge of the individuals, it is important to make sure that it is not under the influence of any bias and its context is accurately perceived and preserved. Biased and incomplete knowledge may do more harm than good and should be avoided.