Relating knowledge creation factors to construction organizations’ effectiveness

Abstract

Purpose This study aims to relate knowledge creation factors (KCFs) to construction organizations’ effectiveness, which can be measured by different effectiveness outcomes (EOs). Design/methodology/approach Data with regard to KCFs and EOs are collected from construction organizations in Vietnam using a survey questionnaire. Regression analysis is used to relate KCFs to EOs. Findings Various lists of specific KCFs that may significantly affect EOs are identified. Furthermore, several key KCFs that could play a vital role in enhancing different EOs are highlighted. Research limitations/implications Owing to the use of data collected from construction organizations in Vietnam, the results of this study cannot be directly applied to other types of organization in other countries without using any other extra data. Practical implications Based on the results of relating KCFs to different EOs, construction organizations would know which specific KCFs are vital to their organizational effectiveness. Hence, they may enhance different organizational effectiveness aspects by focusing more on such KCFs. Originality/value In this study, 16 KCFs and 10 EOs which may be useful for organization-level knowledge management practices in construction are introduced. Furthermore, the specific controllable KCFs vital to different EOs are identified. Hence, construction organizations would establish KCFs-based strategies for their management activities to improve various organizational effectiveness aspects.

Investigating Stakeholder Perspectives on the Knowledge Management of Construction Projects: A Case Study of the Vietnamese Construction Industry

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The impact of tacit knowledge sharing on the success of construction companies operations

“…Knowledge acquisition, according to Astorga-Vargas et al (2017), commences with the generation and dissemination of tacit knowledge, that is derived from socializing, practice motivation and an individual's personal capacity to communicate with their colleagues. Furthermore, Muneeswaran et al (2018) and Dang and Le-Hoai (2019) demonstrated in their research study relating to the construction industry that the conditions that enable employees in sharing knowledge add a significant part in knowledge management success. This paper, therefore, focuses on the application of tacit knowledge among companies and the transfer within organizations that are essential to the innovation cycle and the associated performance in the success of organizations.…”

Business Strategy Development Model for Applying Knowledge Management in Construction

“…Dang et al (2018) identified 32 key knowledge enabling factors (KEFs) and 10 organizational effectiveness outcomes (OEOs) specifically for knowledge management. Dang and Le-Hoai (2019) in later research related knowledge creation factors (KCFs) to construction organizations' effectiveness, which can be measured by different effectiveness outcomes. Deepak and Mahesh (2019) developed a knowledgebased safety culture questionnaire and examined its validity and reliability for construction industry in the Indian context.…”