Knowledge management in construction companies in the UK

Esmi, Reza; Ennals, Richard

doi:10.1007/s00146-009-0202-9

Cited by 27 publications

(16 citation statements)

References 17 publications

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“…Finally, large organizations are also likely to have the financial resources to implement and maintain an intranet. Although intranets are very useful tools, particularly for managing explicit knowledge, they do not adequately address the difficulties often associated with managing tacit knowledge [29]. Consequently, small group meetings are considered very important for sharing tacit knowledge.…”

Section: Section D: Km Tools 631 Effectiveness Of Different Tools mentioning

confidence: 99%

Knowledge management perceptions in construction and design companies

Forcada

Fuertes

Gangolells

et al. 2013

Automation in Construction

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Knowledge management (KM) has been studied extensively in recent years. Some consider knowledge to be the most strategically important resource for any company, but the fragmented, project-based and task-oriented nature of construction work makes it more difficult to implement KM in this sector.\ud \ud This paper presents a survey of perceptions of KM implementation in the Spanish construction sector and compares the results obtained from design and construction firms. Data were collected from the leading civil engineering companies in Spain.\ud \ud The survey found that the Spanish construction industry is aware of the benefits of KM but that systematic KM is not generally implemented. The findings clearly demonstrate that changes in organizational culture are critical to successful KM. The survey also revealed some distinctions between the KM perception of design firms and that of construction firms.Postprint (author's final draft

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Section: Section D: Km Tools 631 Effectiveness Of Different Tools mentioning

confidence: 99%

Knowledge management perceptions in construction and design companies

Forcada

Fuertes

Gangolells

et al. 2013

Automation in Construction

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“…Companies develop knowledge related to their products and usually, there is no mechanism for selecting, storing, and reusing it. (Esmi and Ennals, 2009). Furthermore, the heterogeneity of design data and of the documents where these data are stored affects the knowledge reuse negatively (Zhang and Li, 2016;Mcharek et al, 2018).…”

Section: Eco-design and Eco-knowledgementioning

confidence: 99%

An Eco-Knowledge Tool to Support Eco-Design Implementation Inside Design Departments

Rossi

Favi

Russo

et al. 2019

Proc. Int. Conf. Eng. Des.

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In last years, an increasing attention on environmental matters is registered. Companies face environmental matters to increase the environmental performances of their products, forced by numerous legislations, normative and protocols and induced to the growing attention of consumers toward environmentally friendly products. However, observing the industrial context, it emerges there are several barriers for implementation of eco-design strategies inside design departments. The paper presents a tool which aims at both providing a basic guide on environmental sustainability issues and favouring the knowledge sharing among the different actors of the product design process. The core of the tool is a repository in which company materials, organized and collected in different forms, are collected. The repository contains several parts: training, guidelines, knowledge and milestone, accordingly to the type, structure and form of materials stored. The eco-design tool functions, structure, and workflow are presented and then preliminary test cases are described.

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“…Construction industry businesses depend on the knowledge of their workers (Esmi and Ennals, 2009). Carrillo et al (2004) hold that individuals are a firm's biggest asset, as they play a crucial role in the transfer of knowledge (Love et al, 2005).…”

Section: Human Factorsmentioning

confidence: 99%

“…One of the problems experienced by most businesses that manage and produce by projects is that the workers are more loyal to the project than to the firm, and are more inclined to change jobs at the end of the project. As projects are temporary in nature, the knowledge and lessons learned are dispersed when the project ends, fragmenting and deleting the organization's knowledge (Gann and Salter, 2000;Esmi and Ennals, 2009). Additionally, one of the most difficult challenges regarding human factors is the employees' resistance to change (Sheriff et al, 2012).…”

Section: Human Factorsmentioning

confidence: 99%