scholarly journals The Challenges In Implementing Knowledge Management Practices In Construction Industry

2019 ◽  
Vol 8 (5C) ◽  
pp. 86-90
Keyword(s):  
Knowledge Management ◽  
Construction Industry ◽  
Management Practices ◽  
Construction Sector ◽  
Construction Companies ◽  
Effective Implementation ◽  
Knowledge Management Practices ◽  
Essential Resource ◽  
Practice Knowledge

Knowledge is an essential resource to the companies in construction sector due to the nature of these organizations deal with projects. The performance of a project required new aptitudes, outlooks, models and responsibility all through the organizations. Currently, the execution of knowledge management especially in the construction sector is at earliest stages arrange. Nevertheless, the awareness of knowledge management practices among construction companies is high, where most of them are alert of the advantages that knowledge management can bring to their organizations. In any case, the execution of any new procedure or activities has dependably been a difficult assignment; a portion of these difficulties may happen during the usage or at practice stage. Likewise, the implementation of knowledge management is no exception. To achieve successfully implement and practice knowledge management, the knowledge of the challenges, especially in relation to effective implementation should not be ignored by the organizations. The study was conducted in Malaysian construction industry that involves selected construction companies under grade G7 classified by CIDB, Malaysia. An aggregate of 110 surveys were gotten and analyzed. The gathered data was analyzed to identify the challenges in implementing knowledge management in construction industry. The results play a role as a guideline to effectively implement and practice knowledge management.

Analysing the benefits, techniques, tools and challenges of knowledge management practices in the Malaysian construction SMEs

2017 ◽  
Vol 15 (6) ◽  
pp. 803-825 ◽  
Author(s):  
Jeffrey Boon Hui Yap ◽  
Anna Lock
Keyword(s):  
Knowledge Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Cultural Issue ◽  
Content Type ◽  
Klang Valley ◽  
Knowledge Management Practices ◽  
Company Identification

Purpose Knowledge management (KM) is the central know how for the construction industry. However, the delivery of construction projects is often plagued by schedule delays and cost overruns due to lack of working knowledge of project personnel. Hence, the need to appraise the practices of knowledge management in the construction industry has become all the more germane. This paper aims to determine the awareness of KM practices in Malaysia-based construction small and medium enterprises, and to investigate the benefits, tools and techniques, and challenges associated with knowledge management implementation so that effective measures can be devised to address them. Design/methodology/approach The research data were gathered using a structured questionnaire survey disseminated in the Klang Valley region in Malaysia. Responses were collected from 107 industry practitioners. The quantitative data are subjected to descriptive statistics, and the ranking with category of significance of the hypothesised variables is determined using the relative importance index (RII) technique. Findings The key benefits of KM practices are predominantly raising efficiency, quality, productivity and decision-making. The most preferred KM techniques are “face-to-face interaction”, “mentoring” and “documents and reports”. The highly significant tools are “groupware” and “telephone”. The major organisational issue hampering the implementation of knowledge management practices is “lack of motivation” while the critical cultural issue is relating to “bureaucracy and hierarchical”, and the vital people issue concerns “lack of trust”. Research limitations/implications The respondents were limited to only small and medium construction enterprises located in the Klang Valley region in Malaysia, which makes generalisation challenging. Practical implications KM provides not only a pragmatic but also a proactive approach to raising the competitive edge and capabilities of a construction company. Identification of the critical attributes of KM provides the basis for project managers in formulating KM strategies to enhance the chances of successful delivery of future projects. Originality/value The study contributes to the debate on the knowledge agenda in the construction industry, particularly from a fast developing economy’s perspective, where an effective KM can further contribute to realising a reasonable level of competitiveness operation.

A Revolutionary Look at Knowledge Management

2016 ◽  
pp. 169-192
Author(s):  
Khadijeh Rouzbehani
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Organizational Factors ◽  
Effective Implementation ◽  
Structural Capital ◽  
Significant Relationships ◽  
Intellectual Assets ◽  
Knowledge Management Practices ◽  
Petrochemical Company ◽  
The Relationship

The implementation of knowledge management for organization requires a systematic perspective about various organizational factors. Appropriateness of these factors and their integration and coordination is a vital prerequisite to implement knowledge management effectively. The primary purpose of this chapter is investigating the relationship between three fundamental aspects of intellectual assets- human capital, structural capital and relational capital- with knowledge management practices. The method of research is descriptive and co-relational which was conducted in a petrochemical Company in Tehran whose total number of personnel was720 and the sample of 265 members were selected as statistical sampling. The findings prove there are significant relationships between these intellectual assets and knowledge management practices. These findings support the necessity of preparing the prerequisites of effective implementation of knowledge management. Accordingly an organization characterized by more developed intellectual capitals can benefit more from KM.

A Revolutionary Look at Knowledge Management

2017 ◽  
pp. 45-68
Author(s):  
Khadijeh Rouzbehani
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Organizational Factors ◽  
Effective Implementation ◽  
Structural Capital ◽  
Significant Relationships ◽  
Intellectual Assets ◽  
Knowledge Management Practices ◽  
Petrochemical Company ◽  
The Relationship

The implementation of knowledge management for organization requires a systematic perspective about various organizational factors. Appropriateness of these factors and their integration and coordination is a vital prerequisite to implement knowledge management effectively. The primary purpose of this chapter is investigating the relationship between three fundamental aspects of intellectual assets- human capital, structural capital and relational capital- with knowledge management practices. The method of research is descriptive and co-relational which was conducted in a petrochemical Company in Tehran whose total number of personnel was720 and the sample of 265 members were selected as statistical sampling. The findings prove there are significant relationships between these intellectual assets and knowledge management practices. These findings support the necessity of preparing the prerequisites of effective implementation of knowledge management. Accordingly an organization characterized by more developed intellectual capitals can benefit more from KM.

scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

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