Knowledge Management Strategy Development: A CLEVER Approach

Anumba, Chimay J.; Kamara, John M.; Carrillo, Patricia M.

doi:10.1002/9780470759554.ch10

Cited by 9 publications

(10 citation statements)

References 5 publications

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“…Knowledge management Systems are implemented by organizations because they promote organizational competitiveness and effectiveness. Each context-specific KM practice has the potential to affect an organization's effectiveness (Anumba, Charles and Carrillo, 2005).…”

Section: Strategies For Knowledge Management Implementationmentioning

confidence: 99%

“…Due to this, many project organizations on the global market have been forced to establish new procedures for operating within the confines of regulations and norms (Jarrar, 2002). Success is frequently connected with a company's growth and knowledge has long been seen as a driving force behind successful project development (Anumba, Charles and Carrillo, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…The PMBOK (2017), defined Project management as the process of applying knowledge, skills, tools, and techniques to effectively and efficiently manage project activities to achieve project requirements. The construction sector is heterogeneous and complex and it is thought to be a "store of expertise" which include: the construction team, design team, manufacturers of building products and materials, and experts who provide a range of services for clients, customers and the wider community (Anumba, Charles and Carrillo, 2005). Knowledge related to the product and process is essential to enabling the construction delivering process run effectively to produce quality outcome (Anumba, Charles and Carrillo, 2005).…”

Section: Introductionmentioning

confidence: 99%

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Implications of Knowledge Management Processes for Project Performance:Systematic Review, Gap Analysis and Scientometric Analysis

2023

IKM

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The purpose of this study is to review the current Knowledge Management (KM) trends and make inference for future directions of KM in project-based organizations and project performance through a Systematic Literature Review (SRL) and Scientometric analysis. First a Google advanced search was conducted and produced five hundred and seventy six (576) papers A SLR of 38 articles from 2000 -2022 was conducted to narrow the study. Key stages in the systematic review included the formulation of the research questions, the identification of relevant research, data extraction and assessment of the risk of bias, data synthesis, summary and interpretation of the findings. Further, 981 academic documents on the topic were retrieved from Publish or Perish database. Then, co-occurrence and co-citation analysis were performed along with network visualization to examine research interconnections' patterns. As a result, relevant key words, network of terms co-occurrences with 68 keywords, 793 links, and total link strength of 1,486 was revealed. The most popular keywords within the period, together with their frequency, mean year of publication, links, and total link strength were identified.

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Section: Strategies For Knowledge Management Implementationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Implications of Knowledge Management Processes for Project Performance:Systematic Review, Gap Analysis and Scientometric Analysis

2023

IKM

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“…A number of studies have developed frameworks for knowledge transfer, learning and innovation diffusion based on various aspects in the construction industry (Egbu, 2005; Walker et al , 2004; Anumba et al , 2005; Carrillo et al , 2006; Chinowsky et al , 2007; Chinowsky and Carrillo, 2007; Maqsood et al , 2007). However, the set‐backs most of these frameworks are that they are specifically focused and structured to a process without considering their influence on project management linked to social relationships.…”

Section: Literature Reviewmentioning

confidence: 99%

The integration of human relationships in capital development projects

Ndoni¹,

Elhag²

2010

International Journal of Managing Projects in Business

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PurposeRecent work on public private partnerships (PPP)/private finance initiatives (PFI) and on the construction industry has emphasised the importance of knowledge transfer, learning and innovation to improve the working processes and procedures of the industry. However, until recently all three have been researched separately. It is on this basis the research presents a theoretical proposition that “the integration of alliance principles through the formation of collaborative network; innovation, knowledge transfer and organisational learning can be enabled where there is coordination, cohesion, commitment, teamwork, clear vision, monitoring and governance structure for control, risks/reward sharing, efficient and effective communication strategy, learning and knowledge transfer strategy”.Design/methodology/approachThe theory of social capital, social networks and inter‐organisational network was applied based on a network perspective to explain and aid specific attributes of PPP and PFI as a collaborative network to achieve the research objective. A case study research methodology was adopted to investigate the theoretical proposition.FindingsThe findings of this research illustrates that collaborative relationship is a crucial factor in contractual arrangements to enable cost savings, time savings and project quality. In addition, the challenges clients and contractors encounter in integrating innovation are as a result of project scope, project duration, affordability and project procurement strategy. Furthermore, the difficulties of knowledge transfer and learning is as a result of the disconnection between the team that closes the PFI deal and the team that implements the contract.Originality/valueThe paper suggests a network perspective to improve work relationships that helps to achieve predetermined common goals and to enhance project performance.

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“…It is classified into two categories: 1) tacit knowledge, which is tricky to articulate or put into words and 2) explicit knowledge, which is captured in tangible forms, such as words, videos and images (Dalkir, 2017). Across different industries and businesses, knowledge is recognized as a priceless asset (Anumba et al, 2008;Dumitriu, 2016). The prudent management of knowledge brings countless benefits to an organization, such as work efficiency escalation, boosting competitive advantage and increasing profitability (Dumitriu, 2016).…”

Section: Introductionmentioning

confidence: 99%

Design for manufacture and assembly (DfMA) in architectural design meetings: from a case study to knowledge-to-action framework

Laovisutthichai

2022

SASBE

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PurposeDesign for manufacture and assembly (DfMA) challenges architects in managing diverse knowledge across different professional domains. Little research, if any, has documented DfMA as a knowledge-intensive activity happening in real-life cases. This research aims to investigate DfMA knowledge acquisition, sharing and implementation in real-life practice and develop DfMA knowledge-to-action framework for architects.Design/methodology/approachIt does so by (1) conducting observations in design meetings, documentary analysis and interviews, (2) thematic analysis through knowledge management (KM) perspectives and (3) based on this profound understanding, enriching the prior understanding of design as a double diamond process.FindingsThrough the lens of KM, DfMA is not merely a double but multiple diamond process, involving the iteration of making absenting interdisciplinary knowledge available, deciphering tacit knowledge explicit and embedding the knowledge in a design that well considers various criteria, the downstream manufacturing, logistics and assembly in particular. To execute multi-faceted knowledge acquisitions and implementations in DfMA, architects should balance their roles as humble learners, team coordinators, creative leaders and democratic negotiators.Originality/valueThis research reveals the DfMA implementation process, activities and dilemmas from real-world design meetings. The DfMA knowledge-to-action framework developed in this study, along with practice examples and lessons learned, can facilitate architects to play new roles. Future research is recommended to fine-tune the framework by having other stakeholders’ perspectives, refining it with additional cases and developing assistive tools for designers based on the framework.

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Knowledge Management Strategy Development: A CLEVER Approach

Cited by 9 publications

References 5 publications

Implications of Knowledge Management Processes for Project Performance:Systematic Review, Gap Analysis and Scientometric Analysis

Implications of Knowledge Management Processes for Project Performance:Systematic Review, Gap Analysis and Scientometric Analysis

The integration of human relationships in capital development projects

Design for manufacture and assembly (DfMA) in architectural design meetings: from a case study to knowledge-to-action framework

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