The impact of knowledge management on wage growth in the construction sector: The case of medium-sized and large companies in the Republic of Serbia

Babić, Vojislav; Zarić, Siniša

doi:10.5937/ekonhor2001061b

Cited by 2 publications

(3 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, their influence on the two business indicators of the company has not been confirmed. In similar research conducted in Serbia, in medium and large companies, but in the construction sector, two KM strategies were isolated (Babic & Zarić, 2020). The first strategy almost coincided with STRATEGY A, isolated in Italy.…”

Section: Km Strategies) ε I = Random Errormentioning

confidence: 71%

“…According to The International Data Corporation, Fortune 500 companies lose about $31 billion, because they do not have a clear strategy for sharing the knowledge (Kirkham, 2021). In the research conducted in the construction companies of Serbia (Babic & Zarić, 2020) it was proven that wages jump in firms that have an integrated KM concept. On a sample of 520 respondents from Serbian companies, Kavalić et al (2021) determined that financial performance (profitability, sales growth, asset growth, market share, competitive position in a specific industry, productivity, and salaries) was a reliable indicator of KM success.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Strategies for knowledge management and their impact on the business of Italian companies

Babić

Zarić

Piccolo

2023

Obraz. poduzet. - E4E (Online)

View full text Add to dashboard Cite

Knowledge Management (KM) is emerging as a primordial need in the time of the Industrial revolution 4.0 when knowledge and information are a key resource for a faster innovation cycle and economic prosperity. It is a complex process including technologies involved in creating and the use of knowledge data. This empirical study analyses indicators and strategies for KM in 70 companies in the Italian region of Campania. The ultimate goal of the research is to determine whether the KM strategy affects the business parameters of companies. KM indicators are classified into five basic categories: academic education, employees ’training, storage, dissemination, and technical support. A closed-ended response questionnaire with interval and Likert scales was used to collect data. Variables for measuring KM are processed by the factor analysis technique, the maximum likelihood variant. The idea was to get strategies in the form of factor scores as a result and to analyse their essence. The impact of factor scores on company business parameters was measured through multiple regression analysis.

show abstract

Section: Km Strategies) ε I = Random Errormentioning

confidence: 71%

Section: Literature Reviewmentioning

confidence: 99%

Strategies for knowledge management and their impact on the business of Italian companies

Babić

Zarić

Piccolo

2023

Obraz. poduzet. - E4E (Online)

View full text Add to dashboard Cite

show abstract

“…The value of the KMO index should be more significant than 0.5, and Bartlett's test result should be significant with a p-value of less than 0.05 [25,94]. The EFA is performed using the principal axis factoring and the varimax rotation methods with the cut-off factor loading of 0.3 [46,83,94,95]. These are consistent with, for example, Hair, et al [94], who suggested factor loadings of 0.3 in the EFA.…”

Section: The Exploratory Factor Analysis and The Reliability Testmentioning

confidence: 99%

Assessment of Construction Competitiveness through Knowledge Management Process Implementation

Khoa,

Chinda

2023

Sustainability

View full text Add to dashboard Cite

In the turbulent construction market, the knowledge management process (KMP) is one of the most valuable tools of sustainability to help construction companies deal with dynamic changes and enhance their construction competitiveness (CC). To effectively utilize KMP in construction, this study aims to explore the interrelationships between key KMP factors and their influences on the CC, utilizing the structural equation modeling (SEM) approach. The objectives include extracting key KMP factors necessary for the CC enhancement, identifying direct and indirect relationships between the KMP and CC factors, and developing a self-assessment form to assist construction companies in evaluating their KMP performance and planning for long-term improvement. The results show that the five key KMP factors, namely knowledge utilization (KU), knowledge dissemination (KD), knowledge responsiveness (KR), knowledge storage (KS), and knowledge acquisition (KA), have direct and indirect effects on CC and that the feedback of CC is sent back to KMP factors for continuous improvement. The KU factor is crucial for short-term improvement. Construction companies should utilize stakeholders’ current practices and experiences to solve problems, conclude lessons learned, and pinpoint practices for future uses. The KS factor, on the other hand, should be emphasized for long-term plans to enhance KMP implementation and CC achievements. A long-term investment plan should be initiated in the database system to properly and effectively implement digital transformation in the 4.0 Era. The self-assessment form developed from the study results assists construction companies in assessing their KMP implementation and planning for sustainable development.

show abstract

The impact of knowledge management on wage growth in the construction sector: The case of medium-sized and large companies in the Republic of Serbia

Cited by 2 publications

References 5 publications

Strategies for knowledge management and their impact on the business of Italian companies

Strategies for knowledge management and their impact on the business of Italian companies

Assessment of Construction Competitiveness through Knowledge Management Process Implementation

Contact Info

Product

Resources

About