Business Strategy Development Model for Applying Knowledge Management in Construction

Abstract

This study aims at developing a knowledge management (KM) model that construction companies can apply for effective knowledge management implementations in their businesses. In developing the proposed model, a mixed methodology of analysing related literature and identifying the gaps in some existing models intended for the construction industry is applied. In addition, a questionnaire and interviews approaches are conducted to prepare, enhance, strengthen and validate the developed model. The major finding of this study is proposing a new KM model – named as BAN model – that fits potential conditions for construction contracting firms, especially enterprises that are small in size and nonadopting KM. The developed model comprises six main stages: (1) preliminary stage; (2) development of an organizational strategy stage; (3) start-up stage; (4) implementation stage; (5) monitoring and evaluation stage; and (6) derivation of short- and long-term KM values. The proposed model is capable of filling and solving the gaps in existing knowledge management models and defining major success factors in KM implementation. The benefits of the proposed model include the enhancement of the KM implementation process, facilitation of the decision-making process, attainment and maintenance of competitive advantages, improvement of innovation, and continuance of effective KM performance.

The Role of B Companies in Tourism towards Recovery from the Crisis COVID-19 Inculcating Social Values and Responsible Entrepreneurship in Latin America

“…The findings provided by our research reaffirm, more broadly, that these companies use socially based market regulations to respond to the economic, social, education, health, workforce development and environmental problems faced by B companies. Social entrepreneurs generate impact from what others see as feasibility, such as employing the disabled to create a competitive advantage [114][115][116]. They challenge the prevailing assumption that profit firms incrementally and/or independently improve their practices to support the initially intended impact.…”

Quality Management Platform Inspired During Covid-19 Pandemic for Use by Subcontractors in Private Housing Projects

“…Conversations between interviewers and interviewees lead to an exchange of opinions and ideas (Shoar & Banaitis, 2019). An interview implicitly places value on the uniqueness of an interviewee's experiences and their feelings (Abu Adi et al, 2021). An understanding of interviewees' social phenomena and facts of interest can be gained, and their opinions and perspectives offered will be influenced by environment or background (Al-Janabi et al, 2020).…”

Development of Knowledge Management Risk Framework for the Construction Industry

“…Therefore, authors have proposed many KM models. The main target of the proposed models is to explain the KM model to benefit from KM effectively in organizations [45]; to explain the relationship between KM maturity and company performance, Hartono et al [46]; to identify factors affecting KM implementations in the Libya construction industry, Khalifa and Jamaluddin [47]; to combine KM and business process reengineering to promote company innovativeness and competitiveness [48]; to evaluate of KM implementations of construction companies, Kale and Karaman [49]; to create K-mapping models enabling integration of project related components and technologies, Yun et al [50]; and to enable more efficient and effective structure for the construction industry [51]. According to these study findings, Hartono et al [46] stated that the relationship was only significant for large-size companies and projects with high complexity.…”

“…The model proposed by Kale and Karaman [49] includes evaluation of KM implementations, identification of disadvantages, competitive advantages and disadvantages, and revealing managerial actions to improve KM applications. The model proposed by Adi et al [45] consists of the improvements in KM implementation processes, making the decision process easier, obtaining competitive advantages, enabling innovations, and increasing KM performance. Yun et al [50] proposed four K-mapping models (narrow-based, construction personnel-based, construction-process-based, and broad-based) that are used to illustrate key processes, methods, and tools with the sources, flows, constraints, and terminations of tacit and explicit knowledge.…”