Strategies and Business Case for Knowledge Management

Sheehan, Tony; Poole, Dominique; Lyttle, Ian; Egbu, Charles

doi:10.1002/9780470759554.ch4

Cited by 15 publications

(15 citation statements)

References 3 publications

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“…Furthermore, Sheehan et al [6] stated that "senior staff retires or leave organisations regularly, potentially taking tacit knowledge and potential source of competitive advantage with them".…”

Section: Discussionmentioning

confidence: 99%

The Impacts of Technical Employees' Departure on Historic Buildings Organizations' Performance

Tarhuni¹

2016

ujm

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Historic buildings (HBs) regarded as a national heritage for the countries and should therefore be maintained. Most governments have established institutions to conserve HBs. The Management of Historical Cities Bureau (MHCB) is a governmental non-profit institution has established since 1986 in Tripoli-Libya. This institution suffers from departure of senior technical staff. The objectives of this paper are to explore the rate of technical employees' movement and its impacts on the performance of MHCB and the reasons that make them leave. Also, it shed light on knowledge management (KM) efforts for recovering intellectual capital in the MHCB. Multi-methods were used for collecting data: analysing organisational documents, interviews, and observations that included taking notes and pictures. The findings presented that a high rate of technical staff left the MHCB between 1990 and 2010. This situation impacted the performance of the MHCB in terms of repetition of mistakes in repairing HBs due to a knowledge gap in the MHCB. This also, caused non-continuity of knowledge transfer and damage to accumulated knowledge, in addition to the cost of the time and money for rehabilitating technical staff. The significant hidden threat to Libyan HBs is most of departing staff will not use their knowledge in the field of HBs conservation. The chance for departing technical staff to get a job in the same field in other organization is very few. Also, the leaving of technical staff is irreplaceable because this institution is unique in Tripoli. The opportunity of specialist transition from other organization to MHCB is very few. The main reasons why employees leave the institution are: administrative changes, disagreement between employees and their heads and limited motivations combined with unhealthy and dangerous workplaces in old buildings. Finally, the paper shed light on knowledge management (KM) efforts that can recover some intellectual capital in the MHCB.

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Section: Discussionmentioning

confidence: 99%

The Impacts of Technical Employees' Departure on Historic Buildings Organizations' Performance

Tarhuni¹

2016

ujm

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“…KS encompasses the relationship between a minimum of two parties, in which one offers knowledge and the other one acquires knowledge. Some researchers outlined that construction firms should produce a favorable atmosphere for KS [16,52]. They added that KS differs from information sharing for the reason that KS requires not only interacting the data to another party, KS includes enhancing the other party to comprehend the items in the information conveyed and gain knowledge from the information to rebuild the information into their own knowledge.…”

Section: Knowledge Sharing In the Constructionmentioning

confidence: 99%

Assessment of Knowledge Sharing Practices in Nigerian Construction Firms

Kasimu

Leje

2019

PoS

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Knowledge generated during construction projects is wasted as a result of a lack of awareness of the benefits of sharing knowledge. Moreover, knowledge is scattered in the construction firms through various documents and individual brains without a platform to retrieving it for sharing among the employees. Therefore, this paper aims to assess knowledge sharing practices in Nigerian construction firms. A detailed review of relevant literature was conducted with the view of collecting relevant data necessary for this paper. A total of 150 numbers of questionnaires was distributed to Engineers, Quantity surveyors, Builders and Architects in construction firms that are based in Abuja. The descriptive method of analysis was used to analyze the data obtained from the survey. The result shows the followings as methods of knowledge sharing practices in Nigerian construction firms: (1) face to face interaction, (2) site & Departmental meetings, (3) mentoring and tutoring, (4) project briefing and interviewing session, and (5) internal training courses. In addition, the followings were established as construction activities that are commonly used for knowledge-sharing practices: (1) site visitation, (2) estimation & price forecasting, (3) evaluation of BOQ, (4) preparation of scheduling for site activities, (5) development of tender programme, (6) taking off and (7) understanding of construction technologies and methods. Therefore, the paper recommended that the top management should encourage knowledgesharing practices in the construction firms through face to face interaction, seminars/workshops, and post-project review.

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“…Construction knowledge is multidimensional and multivalent involving propositional, experiential, performative and epistemological kinds all of which engage with truth in different ways. These sorts of knowledge act together and it is only a small amount of mainly the explicit kind that can be easily codified and represented (Mingers 2008) with one estimate claiming that 80% of useful construction knowledge is tacit (Sheehan et al 2005). The extensive reliance on tacit knowledge is partly a result of much construction knowledge being in minds of those working on a project, an absence of documentation about the motivations for decisions, and people leaving the project for another once construction is completed.…”

Section: Tacit and Explicit Knowledgementioning

confidence: 99%

Tacit and explicit knowledge in construction management

Addis

2016

Construction Management and Economics

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In construction better practice has been sought through the employment of knowledge management. Interest in tacit knowledge has grown due to its importance for raising performance at all organisational levels. Aspects of the limits which tacit knowledge places on knowledge management approaches in construction are considered with the focus being upon broad knowledge management categories rather than the details of particular methods. The distinction between knowing how and knowing that coupled with examination of whether the main mode of knowing is tacit or explicit is used to analyse the relationship between tacit and explicit knowledge in construction. There are significant general theoretical difficulties with incorporating tacit knowledge into the objectivist knowledge management approaches which predominate in construction particularly since methods for converting tacit to explicit knowledge are problematic. Improving performance requires appreciating the limitations of objectivist and practice based knowledge management within the context of construction projects as consideration of performance management measures illustrates.

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Strategies and Business Case for Knowledge Management

Cited by 15 publications

References 3 publications

The Impacts of Technical Employees' Departure on Historic Buildings Organizations' Performance

The Impacts of Technical Employees' Departure on Historic Buildings Organizations' Performance

Assessment of Knowledge Sharing Practices in Nigerian Construction Firms

Tacit and explicit knowledge in construction management

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