Understanding knowledge sharing in the Jordanian construction industry

Arif, Mohammed; Mohammed, Al-Zubi; Gupta, Aman

doi:10.1108/ci-03-2014-0018

Cited by 22 publications

(41 citation statements)

References 75 publications

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“…Different researchers have revealed different findings. Arif et al, (2015) concluded "Trust" as a primary factor of knowledge sharing. The term "trust" has been referred to as the "confidence and faith" between the organisations and the people, that is the heart of knowledge sharing.…”

Section: Resultsmentioning

confidence: 99%

Challenges to transferring and sharing of tacit knowledge within a construction supply chain

Saini

Arif

Kulonda³

2019

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Purpose -This paper investigates the potential challenges that hinder the effective transfer and sharing of Tacit Knowledge (Knowledge Communication) within a construction supply chain (CSC).Design/Methodology/Approach -This study identifies six challenges (through literature review) with fifteen positive correlations between them. Quantitative methodology is employed to validate those challenges and correlations between challenges. Firstly, data is collected through semi-structured e-survey questionnaire. Afterwards, a Frequency and Kruskal-Wallis H test is run for initial validation of identified challenges. A correlation analysis is used to highlight the taxonomic relations between those challenges. Finally, the study establishes the rank order of the first and following challenges.Findings -This study highlights that traditional ways of working with construction organisations are the predominant challenge that hinders effective transferring and sharing of Tacit Knowledge. The cause of challenges is the fragmented nature of CSC. Also, it brings out the correlation between those challenges. The study draws the conclusion and recommendation to implement Knowledge Communication (KC) within a CSC.Originality/Value -The study highlights the challenges that hinder KC in a construction process of a CSC. It establishes that the fragmented nature of the construction sector is not the first challenge that hinders implementation of transferring and sharing of Tacit Knowledge but somewhat traditional organisation structures and working processes. This is the first paper that investigates and tests the challenges in four dimensions and establishes the rank order of challenges with crucial distinction in a KC approach within a CSC.Conclusion -This study identifies the rank order of challenges. It also discusses the implementation of KC within a CSC. It reflects the current understanding of KC in the construction sector and pinpoints the contribution of this study in academia and practice.

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Section: Resultsmentioning

confidence: 99%

Challenges to transferring and sharing of tacit knowledge within a construction supply chain

Saini

Arif

Kulonda³

2019

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“…These considerations were therefore taken into account for the final development and refinement of the maturity model. Arif et al, (2015) have presented relative importance of the three factors in KS. They concluded that the most important factor is trust, which is followed by the management factors and finally the communication factors.…”

Section: Resultsmentioning

confidence: 99%

“…What is not going to be achieved is an overall rating of the organization for KS. Arif et al, (2015) presented the relative importance of the factors but the relative importance of the variables within a factor has not been identified, so they could be either assumed to be of equal importance or the organization using this maturity model could develop an importance scale. The second implication is that this model helps identify the opportunity of improvement and the way to achieve this improvement.…”

Section: Resultsmentioning

confidence: 99%

Knowledge sharing maturity model for Jordanian construction sector

Arif

Zubi

Gupta

et al. 2017

ECAM

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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.

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“…Of the interviewees, 57% (26 of the 46) stated that creating culture for the knowledge management is the way forward for the KSA construction industry. Arif et al (2015) argued national culture as one of the major barriers to effective KM practices. However, Magnier-Watanabe and Senoo (2008) found organisational characteristics to be a stronger prescriptive factor in KM compared to national culture.…”

Section: The Future Training Related To Km In Ksamentioning

confidence: 99%

Knowledge management-related training strategies in Kingdom of Saudi Arabia construction industry: an empirical study

Renukappa

Suresh

Alosaimi

2019

International Journal of Construction Management

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The growing popularity of knowledge management (KM) in the construction industry has, unfortunately, not been matched by parallel empirical research in training and benefits of KM for construction industry in the Kingdom of Saudi Arabia (KSA). This paper discusses the KM related training strategies implemented in the Kingdom of Saudi Arabia construction industry. Given the relatively new and unexplored nature of the research problem, qualitative research method was adopted to collect and analyse data. Results are based on the analysis of data from 46 professionals from KSA construction organisations. This paper concludes that training interventions are a complex and context-embedded activity. The current study results suggests that for effective implementation of KM strategies, there is an urgent need for KSA construction industry to develop and deploy appropriate KM related management training programmes. Leadership plays an important role in breaking down barriers in achieving KM strategies. The practical implication of this research is that the KM should not only focus on the specific knowledge to be captured, shared, mapped and transferred between individuals but should also address strategic concerns at group and organisational levels.

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Understanding knowledge sharing in the Jordanian construction industry

Cited by 22 publications

References 75 publications

Challenges to transferring and sharing of tacit knowledge within a construction supply chain

Challenges to transferring and sharing of tacit knowledge within a construction supply chain

Knowledge sharing maturity model for Jordanian construction sector

Knowledge management-related training strategies in Kingdom of Saudi Arabia construction industry: an empirical study

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