Collaborative knowledge management—A construction case study

Dave, Bhargav; Koskela, Lauri

doi:10.1016/j.autcon.2009.03.015

Cited by 189 publications

(126 citation statements)

References 17 publications

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“…Especially, the codification of tacit knowledge has been challenging, since information technologies mainly help in sharing explicit knowledge across organizations (Dave and Koskela, 2009). …”

Section: Procedural Coordination Of Collaborative Work In a Constructmentioning

confidence: 99%

Coordinating collaboration in contractually different complex construction projects

Lavikka

Smeds

Jaatinen

2015

Supply Chain Management: An International Journal

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Structured abstract:Purpose -The study compares the coordination of supply chain networks in contractually different complex construction projects. Design/methodology/approach -A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multiparty contract between the parties. The projects were located in the USA. Data was collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews. Findings -The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multiparty contract, the multiple dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: 1) organizational design, 2) processes for collaborative work, and 3) integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as colocated working, collaborative decision making in inter-organizational meetings, a liaison role, and shared project goals were needed throughout the projects. Practical implications -If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project. Originality/value -The study provides understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.

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Section: Procedural Coordination Of Collaborative Work In a Constructmentioning

confidence: 99%

Coordinating collaboration in contractually different complex construction projects

Lavikka

Smeds

Jaatinen

2015

Supply Chain Management: An International Journal

View full text Add to dashboard Cite

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“…The former can be described as factual, and is often embedded in "procedure manuals, organisation maps, work break-down structure, document management systems, collaborative intranets and extranets" (Dave & Koskela, 2009: page 894), whereas the latter is subjective, derived from individual experience and judgement, and is exchanged between people (Choo, 1998;Choo et al, 2000). Arenius et al (2003) argue that sharing both types is important for the successful outcome of the project, while others suggest that success and innovation in the Architecture, Engineering and Construction (AEC) industry depend on "on-the-job experience" (Dave & Koskela, 2009;Kamara et al, 2002;Styhre et al, 2006;Styhre & Gluch, 2010), and therefore, effective and efficient KE involves sharing of tacit knowledge. Hardwick et al (2013), and Schilling and Phelps (2007) suggest that trust enables the transition from exchanging codified and explicit knowledge to more contextualised tacit knowledge.…”

Section: Content: Tacit Informal Sensitivementioning

confidence: 99%

“…This is of particular importance to construction projects due to their highly fragmented knowledge and expertise, and the significant interdependency between the various construction disciplines and phases (Wiewiora et al, 2013). Thus, an alliance seeks feedback to continuously improve partners' joint performance (Bennett, 1998), where ideas are examined from the different knowledge perspectives of project stakeholders, and refined accordingly (Dave & Koskela, 2009). Holt et al (2000) and Williams (2007) further emphasise that such criticism must be constructive, recognising that mistakes are opportunities to learn for the sake of the long-term success of collaboration.…”

Section: Purpose: Shared Problem Solving Conflict Management Feedbackmentioning

confidence: 99%

Assessing collaborative performance on construction projects through knowledge exchange

Staykova

Underwood

2017

ECAM

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Purpose -How knowledge exchange can be used for the continuous assessment and improvement of collaborative performance of project-based organisations in construction is explored. Collaboration on construction projects must be facilitated by people alongside practice of continuous performance assessment and improvement. However, currently available assessment tools fail to explicitly define appropriate behaviours and actions due to a poor understanding of what it means for people to collaborate. On the other hand, it is established that knowledge exchange is the focus of collaborative efforts on construction projects; therefore, as most knowledge resides with people, it represents their role in collaboration.Design/methodology/approach -Through a phenomenological/interpretivist and qualitative methodology, how knowledge exchange can be used for the continuous assessment and improvement of collaborative performance in project-based organisations in construction is explored. A single case study of a UK rail strategic alliance was adopted and 6 semi-structured interviews were conducted and subsequently analysed through a thematic analysis.Findings -An assessment tool is proposed based on a set of 20 characteristics of knowledge exchange, divided into seven categories and linked to indicators of collaboration. The tool can be applied to highly collaborative projects where BIM and Lean are implemented, and project participants are collocated. By measuring their performance against the set criteria, project teams can assess which of their behaviours and actions are inappropriate, and focus their efforts on correcting them.Originality/value -Defining the abstract indicators traditionally used to assess collaboration in terms of characteristics pertinent to day-to-day communication amongst participants on collaborative projects to facilitate the continuous assessment and improvement of collaborative performance.

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“…In light of this, the balanced methods can provide reliable references that help to solve the multi-objective trade-off problem between the environmental, social and economic objectives. However, some concerns regarding the collaboration between stakeholders which is associated with organizational capabilities and behaviors still exist [53][54][55]. In the process of project implementation, the responsibilities for resource exchange and utilization are related to different stakeholders [5].…”

Section: Multi-objective Trade-off In Sustainable Constructionmentioning

confidence: 99%

A Multi-Objective Trade-Off Model in Sustainable Construction Projects

2017

Sustainability

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Based on the consideration of the relative importance of sustainability-related objectives and the inherent nature of sustainable construction projects, this study proposes that the contractor can balance the levels of efforts and resources used to improve the overall project sustainability. A multi-objective trade-off model using game theory was established and verified through simulation and numerical example under a moral hazard situation. Results indicate that effort levels of the contractor on sustainability-related objectives are positively related to the outcome coefficient while negatively to the coefficients of effort cost of the relevant objectives. High levels of the relative importance of sustainability-related objectives contribute to high levels of effort of the contractor. With the variation in effort levels and the coefficient of benefit allocation, the project net benefit increases before declining. The function of project benefit has a marked peak value, with an inverted "U" shape. An equilibrium always exists as for the given relative importance and coefficients of the effort costs of sustainability-related objectives. Under this condition, the owner may offer the contractor a less intense incentive and motivate the contractor reasonably arranging input resources. The coefficient of benefit allocation is affected by the contractor characteristic factors and the project characteristic factors. The owner should balance these two types of factors and select the most appropriate incentive mechanism to improve the project benefit. Meanwhile, the contractor can balance the relative importance of the objectives and arrange the appropriate levels of effort and resources to achieve a sustainability-related objective. Very few studies have emphasized the effects of the relative importance of sustainability-related objectives on the benefits of sustainable construction projects. This study therefore builds a multi-objective trade-off model to bridge this research gap. This study sheds significant theoretical and practical insights regarding the objective management of sustainability-related objectives, as well as insights into the improvement of performance in sustainable construction projects.

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Collaborative knowledge management—A construction case study

Cited by 189 publications

References 17 publications

Coordinating collaboration in contractually different complex construction projects

Coordinating collaboration in contractually different complex construction projects

Assessing collaborative performance on construction projects through knowledge exchange

A Multi-Objective Trade-Off Model in Sustainable Construction Projects

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