Influence of knowledge management critical success factors on organizational performance in Nigeria construction industry

Idris, KM; Kolawole, AR

doi:10.4314/ejesm.v9i3.6

Cited by 10 publications

(17 citation statements)

References 18 publications

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“…Idris and Kolawole (2016) found that research on KM CSFs in the construction setting have been given relatively less attention. The available research is fragmented in nature, with no study attempted to investigate all the KM CSFs in the construction industry in a single setting (Gunasekera and Chong, in press).…”

Section: Introductionmentioning

confidence: 99%

Knowledge management critical success factors and project management performance outcomes in major construction organisations in Sri Lanka

Gunasekera

Chong

2018

VJIKMS

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Purpose The purpose of this study is to investigate the influence of knowledge management critical success factors (KM CSFs) on project management performance outcomes in major construction organisations in Sri Lanka. As a result, the significant KM CSFs are prioritised to support KM implementation. Design/methodology/approach This study is cross-sectional in nature, adopting the quantitative method of analysis. The research model includes nine KM CSFs (culture, leadership, organisational structure, IT support, T-shaped skills, training, teamwork, performance measurement and benchmarking) and nine items measuring project management performance outcomes. Data were collected from senior, middle and technical staff involved in projects by means of a self-administered survey questionnaire mailed to them. Findings The Pearson’s correlation coefficient suggests that all of the KM CSFs are adequately correlated except for organisational structure, which has a poor correlation with IT support, T-shaped skills, teamwork and benchmarking. The results of multiple linear regression show that four KM CSFs (T-shaped skills, teamwork, benchmarking and transformational leadership) are significantly and positively related to project management performance outcomes. The remaining five KM CSFs are not significant. The multiple-criteria decision-making analysis reveals that benchmarking, transformational leadership, teamwork and T-shaped skills are the main priority for the construction organisations to consider in implementing KM. Research limitations/implications Future studies should consider construction organisations of multiple sizes and include factors beyond organisational control, KM processes and the effects of demographic variables. Longitudinal studies are also imperative to determine the performance impact brought about by KM implementation over a period of time. Practical/implications Benchmarking, transformational leadership, teamwork and T-shaped skills should serve as the initial focus to support KM implementation to achieve the desired project management performance outcomes. It is only after these KM CSFs are in place that the construction organisations can concentrate on other factors. Originality/value This study contributes to a better understanding of the relationships between the KM CSFs and project management performance outcomes in the construction industry in Sri Lanka, which is still at its infancy stage of KM implementation. Prioritisation of the significant KM CSFs in supporting effective KM implementation in the construction organisations further enhances the value of this study.

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Section: Introductionmentioning

confidence: 99%

Knowledge management critical success factors and project management performance outcomes in major construction organisations in Sri Lanka

Gunasekera

Chong

2018

VJIKMS

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“…In the study by Idris and Kolawole [14] management strategy success factors are related to plans, activities, techniques and processes adopted for the improvement of performance by firms. Hence, they are envisaged to be developed as factors for management strategy.…”

Section: Evolution Of Occupational Health and Safety Management Strategy Success Factorsmentioning

confidence: 99%

“…Previous studies conducted only addressed management strategy in relation to challenges and benefits, and did not highlight the factors that can be used as management strategies in improving OH&S performance in the electricity industry [4,7,[11][12][13]. While a good number of studies [7,[13][14][15][16][17] have identified success factors critical for management strategy to implement OH&S in other industries and countries, and the improvement of performance in the construction industry, no known study has been conducted on the management strategy success factors for SSCs in the electricity industry in Zambia using the exploratory factor analysis (EFA) through principal component analysis. Due to of the nature and scope of SSCs in the electricity and the use of EFA, this study sought to investigate management strategy success factors for the improvement of OH&S with the focus on SSCs in the electricity industry in Zambia.…”

Section: Introductionmentioning

confidence: 99%

Evaluating Occupational Health and Safety Management Strategy Success Factors for Small-Scale Contractors in Zambia

et al. 2021

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Small-scale contractors (SSCs) require management strategies in implementing occupational health and safety (OH&S) performance at projects to reduce accidents, injuries, fatalities and diseases. Management strategy success factors have been acknowledged to be of great benefit in improving in OH&S performance. Hence, the study sought to assess the management strategy success factors for the improvement of OH&S performance by SSCs in Zambia’s electricity industry. Using quantitative methods, data was collected using a survey questionnaire from 246 respondents representing firm owners, managers, project managers and OH&S representatives at electricity industry projects at 70.3% response rate. Descriptive and inferential statistics were adopted as methods of data analysis using exploratory factor analysis. After analysis, the success factors were clustered into three construct categories within OH&S performance namely, compliance and workplace processes, policy and human resource development, and leadership and structure significant values ranging from 0.513 to 0.972. The independent reliability was tested using the Cronbach Alpha coefficient. The study exposed management strategy success factors are well recognised by most SSCs and contributed to the body of knowledge in this mastery by introducing three success factors for OH&S performance. It is recommended that these factors be adopted and considered to improve OH&S performance management by SSCs in the electricity industry in Zambia.

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“…However, the inability of such techniques in achieving the desired outcomes for the past 70 years have led construction organisations to search for a more viable and sustainable approach (Flyberg et al , 2003), with KM identified as a promising one. This explains why a considerable number of construction organisations have turned to KM implementation (Idris and Kolawole, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Construction organisations are known to use a large number of knowledge workers (k-workers) in project teams which comprise project managers, engineers and technical staff from different backgrounds who work together to achieve the desired project performance outcomes. In fact, the knowledge of project team members has been deemed the most critical asset leading to successful project performance outcomes (Idris and Kolawole, 2016).…”

Section: Introductionmentioning

confidence: 99%

Knowledge management for construction organisations: a research agenda

Gunasekera

Chong

2018

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Purpose This paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation. Design/methodology/approach This paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry. Findings Based on the socialisation, externalisation, combination and internalisation (SECI) model, the knowledge conversion modes are discussed, linking them to the KM processes of knowledge creation, sharing, storage and application. The KM CSFs identified from construction literature suggest that they can be categorised into two groups, namely, factors within organisational control (managerial influence, technological influence and resource influence) and factors beyond organisational control (social influence, political influence, environmental influence, economic influence, industry influence and construction technology influence). The resulting review is discussed in terms of how construction organisations can implement KM effectively to achieve the desired project performance outcomes in terms of time, cost and quality. Research limitations/implications Although this paper has made some theoretical contributions, a quantitative analysis will further reinforce its value both in theory and practice, particularly in terms of applying the KM processes and CSFs to different organisational, industry and country settings. A quantitative research is being carried out in the major construction sector in Sri Lanka to establish the relationships between the KM processes, knowledge conversion modes and KM CSFs with project performance outcomes, which will be reported in a subsequent publication. Practical implications As the construction industry uses a considerable number of knowledge workers, implementing KM for project planning and execution is the key to sustaining the growth of construction organisations and industry, particularly when KM implementation is linked to project performance outcomes. Practical implications are provided in terms of what successful KM implementation entails. Social implications Effective KM implementation can serve as a conduit for construction organisations to build capacity and develop the ability to react quickly to social challenges brought about by different stakeholders, even before the project commences, so that the project performance outcomes will not be affected. Another social implication is the role played by project team members, in which efforts have to be put in place to facilitate the use of KM processes, so that teams can align project activities to the general good of their organisations. Originality/value A comprehensive KM framework that guides the construction industry on KM implementation is long overdue. This research represents the first of such attempts to view KM from a wider perspective, both in terms of internal and external influences affecting construction organisations. Once the conceptual framework developed is validated, it is expected to bring enormous benefits to different stakeholders.

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Influence of knowledge management critical success factors on organizational performance in Nigeria construction industry

Cited by 10 publications

References 18 publications

Knowledge management critical success factors and project management performance outcomes in major construction organisations in Sri Lanka

Knowledge management critical success factors and project management performance outcomes in major construction organisations in Sri Lanka

Evaluating Occupational Health and Safety Management Strategy Success Factors for Small-Scale Contractors in Zambia

Knowledge management for construction organisations: a research agenda

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