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

Abstract

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.

Exploring Factors Influencing Knowledge Sharing Mechanisms and Technology to Support the Collaboration Ecosystem A Review

“…Trust is believed to be able to improve KS performance. Furthermore, trust can increase the closeness of relationships, a factor that is closely related to collaboration (as mentioned study 31 ). Apart from trust, organisational goals and rewards are also factors that are widely researched and have an effect on KS.…”

“…Apart from trust, organisational goals and rewards are also factors that are widely researched and have an effect on KS. These two factors are individual factors that allow and encourage a person to share and collaborate 31 . Trust can encourage individuals to work together with a team, reducing potential conflicts that can hinder the achievement of organisational goals.…”

“…The publishing year range for published articles, 2015-2020, was chosen in order to discover novelty in the research area. Preliminary Study-Knowledge Sharing in Collaborative E-Commerce Bahiyah 8 Enhancing Knowledge Sharing and Research Collaboration Among Academics The Role of Knowledge Management Tan 29 Team Communication Platforms and Emergent Social Collaboration Practices Anders 15 The Dynamics of Intellectual Property Rights for Trust, Knowledge Sharing and Innovation in Project Teams Olaisen 30 The Mechanism of Trust Affecting Collaboration in Virtual Teams and the Moderating Roles of the Culture of Autonomy and Task Complexity Choi 3 The Role of Microblogging Capacities in Knowledge Sharing and Collaboration in Virtual Teams Cleveland 16 Exploring the Individual, Social and Organizational Predictors of Knowledge-Sharing Behaviors Among Communities of Practice of SMEs in Malaysia Tan 31 excluded from the eligibility pool. At this point, 19 articles fit the scoring requirements, as shown in Table 4.…”

The influence of IT-competency dimensions on job satisfaction, knowledge sharing and performance across industries

“…Even given the passage of time and rapid IT systems development, a number of problems still exist at the junction of KM and IT (Gunasekera and Chong, 2018), such as the set of barriers faced by knowledge transfer when agile collaborative management systems are implemented (Gou et al, 2019). Pérez-L opez and Alegre (2012) identified three ITcompetency dimensions as follows: IT-infrastructure, IT-operations and IT-knowledge, differences in which, especially between industries may provide more or less support for knowledge sharing.…”

The Effect of Human Capital on Batik SMEs Innovation: The Mediating Role of Adaptive Creativity

“…Knowledge must be managed so that it eventually becomes the firm's assets. Knowledge of entrepreneurs will bring success for the organization as it enhances the entrepreneur's ability to see opportunities and transfer these opportunities into economic value (Gunasekera & Chong, 2018;Pasban & Nojedeh, 2016;Sembiring, 2016;Zaky & Soliman, 2017). Knowledge is also a tool that will lead individuals to think creatively (Chełmecka, 2018;Mannucci & Yong, 2018;Zhavoronkova, Zavalko, & Zhavoronkov, 2018).…”