Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes

Abstract

Purpose -The purpose of the paper is to investigate the critical success factors (CSFs) associated with the effectiveness of transfer and sharing of tacit knowledge in lean and agile construction processes.Design/Methodology/Approach -The study identifies ten critical success factors that initiate the transferring and sharing of tacit knowledge. The CSFs are validated through quantitative study. This study recruited project managers, executives, consultants, and other managers that are directly involved in the management of a construction project. It recruits the respondents those have background and experience from disciplines such as lean construction, agile construction, Construction Supply Chain (CSC) and KM in lean, agile and CSC. The data collected through selfadministrative questionnaire, is categorised as ordinal data, analyzed in SPSS with Frequency and Kruskal-Wallis H test and Spearman's correlation analysis. A rank order analysis is performed to establish the level of importance of those factors. Findings -Initially, 'Trust between construction organisations' is identified as the foremost CSF.Moreover, other CSFs such as, motivation, leadership capabilities, business strategies and organisational capabilities follow trust.Originality/Value -This is the first study that investigates and establishes the CSFs that are essential to initiate transferring and sharing tacit knowledge in a lean and in an agile construction processes.

Collaborative business model development for home energy renovations

“…Particularly, collaboration for lean and agile construction processes is known to be hindered by the lack of-or informal nature of-tacit knowledge sharing, which can lead to breakdown in trust and inefficient process integration (Saini et al 2018). Overall, networks of collaborating stakeholders are known to be an important factor in the introduction, implementation and sharing of new technological solutions (Porter 1998).…”

Challenges to transferring and sharing of tacit knowledge within a construction supply chain

“…Later, Patgirage et al, (2013) defined, "Tacit Knowledge is understanding, capabilities, skills and the experiences of individuals; often expressed in human actions in the form of thoughts, points of view, evaluation and advice; generated and acquired through past experiences, individuals, and repositories; utilised for the benefit of individual and organisational development." Afterwards, Saini (2015) highlighted, "The Tacit Knowledge is an embedded series of folded thoughts and point of views in a human's mind, which are gained over the time by experience, learning, sensing, analysing, witnessing and observing a process or series of processes within the physical world. "…”

“…However, Taylor (2012) and Alashwal et al, (2011) argued that lack of process integration, partnering, collaboration in CSC is the causes of insufficient KM systems. The literature of CSCs suggests that the existing KM systems fail to transfer and share (Communication) Tacit Knowledge (Saini, 2015). Therefore, there is a significant need to identify and investigate the challenges that hinder the implementation of KC in a CSC.…”

“…Moreover, there is a lack of motivation to drive trust and transfer and sharing of knowledge. However, that requires the involvement of the client to establish business strategies that drive trust by introducing incentives and motivation (Saini, 2015).…”

“…KM also promotes innovation and business entrepreneurship, helps in handling change, and empowers employees (Egbu et al, 2005). Saini (2015) defines KM as, "process of identifying, transfer and effectively sharing knowledge to support other processes, wherever and whenever required." Koenig (2012) observed that the consultant community offered the KM as a product after gaining the expertise on the Internet.…”