Communication, coordination, decision-making and knowledge-sharing: a case study in construction management

Abstract

Purpose This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates. Design/methodology/approach Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo. Findings Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes. Originality/value The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.

Based model: Using knowledge management to enhance information technology training outcomes among markets requirements

“…Among the initiatives has been establishment of several free zones (such as Knowledge Village, internet City and Media City) so as to attract international training institutes, IT companies and media firms to serve an increasing demand in the local business community. Authors have lauded the initiative of the 'Dubai Knowledge Village' , which brings together various consulting firms, human resource firms and research institutes (like universities) to develop a talent pool for the region and establish United Arab Emirates (UAE) as an economy that is knowledge-based (19) .…”

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

“…Al Nahyan et al, 2019;Ilmudeen et al, 2019;McNurlin et al, 2009;Pai, 2006;Park and Kim, 2018;Preston and Karahanna, 2009;Piccoli, 2008;Yeh et al, 2011 Consideration of internal and external environment (CIEE)…”

“…Communication and knowledge-sharing between business and IT members is essential to lead successful SISP because business and IT members or sectors in the organization commonly have different tacit knowledge (Al Nahyan et al, 2019;Lee and Bai, 2003;Park and Kim, 2018;Pai, 2006;Yeh et al, 2011). SISP is recognized as the planning process, which requires discussion, clarification, negotiation, and mutual understanding between the business and IT stakeholders (Maharaj and Brown, 2015;McNurlin et al, 2009;Oyemomi et al, 2019;Teubner, 2013).…”

Compartilhamento De Sentido Ao Traduzir Objetivos Da Organização Em Sistemas De Informação

“…Percebe-se que só é atingido quando o foco de negócio é definido, o que permite uma comunicação mais coerente e melhores definições de projetos (JIANG, KLEIN e FERNANDEZ, 2018), já que as lacunas (gaps) entre os diferentes níveis de abstração dos objetivos levam a inconsistências (LIEBEL et al, 2018). Quanto à comunicação de objetivos no contexto de projetos, pesquisas mostram-na integrando as chamadas soft skills como fator chave de sucesso (ZUO et al, 2018;GARCÍA-CARBONELL et al, 2018), destacando-se a ênfase dada a ela no uso de métodos ágeis para desenvolvimento de sistemas (STERREN e GOLDING, 2018;NOGUERA, GUERRERO-ROLDÁN, MASÓ, 2018), a influência dos stakeholders (NAHYAN et al, 2019; OLIVEIRA e RABECHINI, 2019) e os diferentes tipos de comportamentos comunicativos (MANATA et al, 2018). Quanto à modelagem de processos de negócio, Ghalimi (2007) apresenta uma breve revisão da literatura acadêmica, que também tem demonstrado que muitas organizações não têm claramente seus processos mapeados e, quando os têm, eles não se encontram alinhados às suas estratégias (DEBEVOISE, 2007;GONÇALVES, 2000).…”