Empirical Investigation of Construction Contractors' Organizational Learning

Kululanga, Grant; Price, Andrew D.F.; McCaffer, Ronald

doi:10.1061/(asce)0733-9364(2002)128:5(385)

Cited by 31 publications

(37 citation statements)

References 9 publications

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“…An assortment of studies about OL was reported in this connection ͑Kululanga et , 2002Love et al 2000;Jashapara 2003;Murray and Chapman 2003;Love and Josephson 2004;Wong and Cheung 2008͒. One of the research foci of these studies was to explore the learning styles depicted by the organizations ͑Kululanga et , 2002Wong and Cheung 2008͒. It has been suggested that an organization's learning style determines its disposition of knowledge acquisition and transformation for improvement actions ͑Kululanga et al 1999; Wong and Cheung 2008͒.…”

Section: Research Problemmentioning

confidence: 99%

“…Jashapara further described cognitive learning and behavioral learning as SLL and DLL, learning respectively. Notwithstanding the difference in terminology, many OL style taxonomies are developed based on the work of Argyris and Schön ͑1978͒ ͑Kululanga et al 1999, 2002Love et al 2000, Holt et al 2000Jashapara 2003;Wong and Cheung 2008͒. This study also employs this taxonomy.…”

Section: Research Problemmentioning

confidence: 99%

“…Nonetheless, performance improvement could only be achieved if contracting organizations can respond appropriately after acquiring knowledge derived from the PMS ͑Al-JiBouri 2003͒. In this regard, the process from knowledge acquisition to assimilation for improvement actions has been coined an organizational learning ͑OL͒ ͑Kululanga et al 1999, 2002Ozorhon et al 2005͒. In other words, the ability of contracting organizations to effectuate OL is critical in completing the loop for continuous improvement ͑Ozorhon et al 2005͒.…”

Section: Introductionmentioning

confidence: 99%

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Examining the Relationship between Organizational Learning Styles and Project Performance

Wong

Cheung

Fan

2009

J. Constr. Eng. Manage.

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A review of literature on organizational learning suggested that organizations mainly exhibit three types of learning styles: single-loop learning ͑SLL͒, double-loop learning ͑DLL͒, and deutero learning ͑DeuL͒. SLL refers to the detection and correction of errors without adjusting one's underpinning assumptions about performance requirements. DLL refers to improvement actions which are undertaken in response to the change of one's underpinning assumptions. DeuL refers to the establishment of a system which propels continuous learning. It has been advocated that effectuating these learning styles are critical for attaining continuous project performance improvement. This paper reports a study that aimed to examine the relationship between organizational learning styles and performance improvement in construction projects. A conceptual model for the same was first developed. Data about the contracting organizations' practice of learning styles and project performance were collected through a questionnaire survey. Structural equation modeling was used to examine the significance of the relationship between organizational learning styles and project performance improvement. It was found that the attainment of project performance improvement was positively related to the practice of DLL. Further, DeuL was found essential for facilitating the practice of SLL and DLL.

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Section: Research Problemmentioning

confidence: 99%

Section: Research Problemmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Examining the Relationship between Organizational Learning Styles and Project Performance

Wong

Cheung

Fan

2009

J. Constr. Eng. Manage.

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“…Recent empirical studies (Darroch, 2003;Gold et al, 2001) provide basic measurable items for operationally defining the above four KM constructs. Whilst many of these items were adopted in this study, others had been modified in view of the findings of relevant construction-specific studies (Egbu et al, 2003;Kululanga et al, 1999;Kululanga et al, 2002). The process of constructs operationalisation was completed through a pilot questionnaire survey administered to a sample of 43 managerial and professional staff members from contracting organisations operating within Hong Kong.…”

Section: Theoretical Study Frameworkmentioning

confidence: 99%

Contribution of knowledge management activities to organisational business performance

Chen

Mohamed²

2008

Journal of Engineering, Design and Technology

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Purpose-Within construction industry there is a growing awareness of the need for linking knowledge management (KM) to business strategy, organisational objectives, and existing performance measures. This study was undertaken within the context of construction organisations, and attempts to provide the empirical evidence about the relationships between KM activities and organisational business performance. Design/ methodology/ approach-A questionnaire survey was administered to a sample of construction contractors operating in Hong Kong to investigate the opinions of construction professionals regarding the intensity of KM activities and business performance within their organisations. In parallel to the survey, semi-structured interviews were undertaken to provide qualitative insights that helped to clarify and deepen understanding of the KM process within the context of the research target. Findings-The investigation shows that knowledge utilisation is the strongest contributor to general business performance. In addition, the impact of KM activities on the lagging performance indicators of the BSC, such as 'financial performance', is in an indirect manner, and through the leading indicators such as performance from 'internal process' as well as 'learning and growth' perspectives. Originality/ value-The study empirically established the linkage between intensity of KM activities and business performance, and demonstrated that KM strategies need to be explicitly formulated and measured according to organisational business objectives.

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“…The mean score values were further interpreted to reflect the responding rating to aid conversion of continuous data into discrete categories [17]. The discrete categories were classified as follows:  4.500 < mean score ≤ 5.000, very important as an indicator;  3.500 < mean score ≤ 4.500, important as an indicator;  2.500 < mean score ≤ 3.500, moderately important as an indicator;  1.500 < mean score ≤ 2.500, of little importance as an indicator;  0.000 < mean score ≤ 1.500, unimportant as an indicator.…”

Section: Questionnaire Designmentioning

confidence: 99%

Desirability of Knowledge Management in Civil Engineering Consulting Firms

Kaliba¹,

Muya²,

Mwiya³

2018

JCEA

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KM (knowledge management) has in the recent past been promoted as a means of harnessing and utilising intellectual resources and to improve innovation, business performance and client satisfaction within the construction industry. However, there has been no attempt to ascertain the required level of KM within any given firm. The study reported in this paper aimed at establishing a general equation for assessing a firm's required level of KM. Through literature review and a questionnaire survey, a total of 22 key indicators of KM were established. The interaction and effects of the key indicators against turnover and employee base were established, yielding an elliptic paraboloid fitted graph over which desirability could be calculated. It was observed that there is a continuous relationship among the firm's turnover, employee base and the identified key indicators. In practice, firms have different combinations of the employee base and turnover. The derived equation fits well with the different combinations. Firms can, through the use of such equations, determine the level of effort and investment required to implement KM.

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Empirical Investigation of Construction Contractors' Organizational Learning

Cited by 31 publications

References 9 publications

Examining the Relationship between Organizational Learning Styles and Project Performance

Examining the Relationship between Organizational Learning Styles and Project Performance

Contribution of knowledge management activities to organisational business performance

Desirability of Knowledge Management in Civil Engineering Consulting Firms

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