Knowledge management for construction organisations: a research agenda

Abstract

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.

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

“…For this, Gunasekera and Chong (2018) have carried out a comprehensive review of the literature on KM CSFs in the construction industry using the systematic revision methodology. The review has resulted in the identification of nine KM CSFs.…”

“…The review has resulted in the identification of nine KM CSFs. Nevertheless, the work of Gunasekera and Chong (2018) is conceptual in nature where they recommend the KM CSFs to be empirically tested to determine their associations with project management performance outcomes so that appropriate strategies can be formulated to support KM implementation.…”

“…These challenges had led the organisations to look for a sustainable approach, with knowledge management (KM) implementation identified as a promising one (Enshassi et al , 2016; Nilashi et al , 2015). This is in view of the large number of knowledge workers employed by the construction industry to work in project teams (Kale and Karaman, 2011), along with the increasing utilisation of information technology (IT) to plan, execute and monitor projects, both of which are pre-requisites to KM implementation (Gunasekera and Chong, 2018).…”

Implementation of Knowledge Management in Construction Projects

“…As the construction industry uses a considerable number of knowledge workers, implementing Knowledge Management for project planning and execution is the key to sustaining the growth of construction organizations and industry, particularly when Knowledge Management implementation is linked to project performance outcomes. Gunasekera et al [8] have reviewed the knowledge management processes, knowledge conversion modes and critical success factors.…”

Transfer mechanisms and strategic knowledge management in health and safety companies

“…They attributed completely to the human being, for being the source of creativity and innovation. The knowledge management model proposed by Nonaka and Takeuchi (9) is referenced in new approaches proposed by authors such as Andreasik (10) and Gunasekera and Chong (11) .…”