Knowledge management practices in large construction organisations

Abstract

PurposeThis paper aims to investigate how large UK construction organisations manage their knowledge assets. It then proposes STEPS, a mechanism for benchmarking organisation's knowledge management maturity.Design/methodology/approachThis paper adopts a case study methodology using four large UK construction organisations.FindingsThe investigation shows that the UK‐based companies with international operations are ahead of their national counterparts in their KM implementation efforts. The paper concludes that construction organisations are likely to be successful in implementing KM if appropriate considerations are given to strategy formulation, implementation issues addressed and the link between KM and business strategy is strengthened.Originality/valueThe paper proposes a mechanism, entitled STEPS, for benchmarking the maturity of large construction organisations' knowledge management practices. It then uses case study organisations to demonstrate how the STEPS model should be used.

A diagnostic model for assessing the knowledge management practices of construction firms

“…Previous research studies Carillo et al, 2004;Robinson et al, 2005;Carrillo and Chinowsky 2006;Fong and Chu 2006) have revealed that construction firms have encountered barriers in managing their knowledge resources. The major barriers to managing knowledge resources that emerged from these studies include inadequate understanding of knowledge management; lack of management support; inappropriate information and communication technology; organizational culture and structure; difficulty in communicating the benefits of knowledge management to employees; lack of resources (i.e., time and financial resources); difficulty measuring the value added; and a narrow organizational focus on knowledge management.…”

“…The most notable models include Kamara et al's (2002) Cross-sectoral Learning in the Virtual Enterprise model (CLEVER); Robinson et al's (2004) Improving Management Performance through Knowledge Transformation model (IMPaKT); Robinson et al's (2005) StartupTakeoff-Expansion-Progressive-Sustainability model (STEPS); and Yu et al's (2009) Knowledge Value Adding Model (KVAM). The above mentioned models, programs and initiatives have provided important insight into the concept of knowledge management and how it can be measured and used for improvement in construction firms.…”

Integrated use of technologies and techniques for construction knowledge management

“…al., 2003). Construction organisations are often reluctant to invest in new initiatives or innovative approaches citing low profit margins often mitigating against investment in research and development (Robinson et al, 2001). …”

Desirability of Knowledge Management in Civil Engineering Consulting Firms

“…In a study of KM in North American construction organisations, Robinson et al [3] identified the primary driver for KM as the need to leverage knowledge to win work and provide a better service to their clients. However, the environment within which construction organisations operate exhibits some distinct characteristics which make the management of knowledge difficult such as:…”