Knowledge sharing maturity model for Jordanian construction sector

Abstract

Purpose The purpose of this paper is to present a maturity model developed to assess knowledge sharing (KS) for the Jordanian construction sector. Design/methodology/approach The research was conducted in three stages. The first stage consisted of the review of literature and documenting variables from the literature that highlight influence on KS in organizations. The second stage was designed for maturity model development by identifying the cultural factors that affect KS in the Jordanian construction sector through questionnaires and interviews. Factor analysis was used to find possible relationships between the cultural variables followed by semi-structured interviews. In the third stage the initial maturity model was refined through another set of semi-structured interviews. Findings The model presented in the paper includes three levels of maturity. The first level identifies whether the variable barely exists in company’s KS practices. The second level shows the occasional techniques which the company uses to increase KS activities. The final level demonstrates the importance of the variable in affecting KS as being fundamentally ingrained in the company’s vision, mission, strategy and operations. Originality/value The research has developed a model that can be used to measure the KS in an organization. Although the model has been applied to the construction industry, it can easily be modified to fit in the other sectors.

Systems thinking and CMM for continuous improvement in the construction industry

“…Considerations of the enormity and impact of cost and time overruns, financing, client satisfaction quality products and project success on construction companies have been the focus of most academics in proffering solutions to mitigate the challenges in the construction industry (Chang and Fan 2017) The suggested panaceas for construction industry issues have been suggested as building information modelling (BIM); post-project reviews; lean construction and automation in construction to mention a few (Chang and Fan 2017;Thunberg et al 2017). Knowledge sharing in the construction industry (Arif et al 2017), supply chain management (Reyes and Giachetti 2010), and corporate performance management (Aho 2013) are identified strategies for drving their adoption. However, Capability Maturity Model (CMM) is also an emergent theme in more recent studies when considering continuous improvement through a step-wise approach (Onaopepo et al 2018).…”

“…Consequently, the benefits of innovative approaches such as CMM, may not receive much attention if the cost implications are not positioned to fit the organisational culture and goals (Sarshar et al 2002;Sun et al 2009;Arif et al 2017). Many construction companies across the globe have not been able to adopt BIM, automation and lean construction, considering the cost and time implications of training, experienced staff and technologies to mention a few Hence, this study aim to establish a CMM for continuous improvement adoption in Nigerian SMSCC.…”

Business Strategy Development Model for Applying Knowledge Management in Construction

“…Bhatt (2001) underscores that IT helps organizations to convert data to information and deal with new, unexpected problems in the constantly evolving business environment. Arif et al (2017) maintain the CSFs that affect knowledge sharing (KS) within construction companies. These factors include the importance and the role of (1) systems and initiatives that guide to the trust growth among colleagues and employees through improving social and formal activities, (2) management factor which include leadership, motivation, organizational structure and management commitment, and (3) communication factor which include communication technology, social network, gender differences and collective achievement.…”

“…The integration of different experiences and forms of expertise in a variety of disciplines in problem solving constitutes the most effective and efficient approach in decision-making processes (Ahmad et al, 2008). However, the systematic sharing of the knowledge of the gained experience within the sector is missing (Arif et al, 2017;Yousef & Abu Baker, 2012). Decision-making in the construction industry is typically described as a process based on experience rather than on a scientific approach.…”

Assessment Model of Contractor Quality Management Maturity

“…Maturity is achieved at the advanced level when processes are not only being managed well, but staffs are involved in a continuous process of improvement on a daily basis [2], [3]. A maturity model is regarded as a framework that provides guidelines for a process or product development [4].…”