Tacit knowledge, which is developed through experience, is used by Thai construction managers to perform their tasks and deliver project performance. The purpose of this paper is to explore and describe the utilization of tacit knowledge in executing construction projects.
The study is qualitative in nature and carried out through a case study approach. Empirical evidence was collected from three construction companies, each handling projects of a diverse nature of project characteristics and knowledge management styles.
The main findings particularly arise from the following four factors that were observed from on‐site observations of work practice and interviews: flexible and adaptable thinking due to dynamic products and processes in the construction project; problem‐solving and heuristics that facilitate a novelistic, re‐combination of knowledge; knowledge networks amongst individuals that support and transfer non‐codified knowledge; and management conditions conducive to knowledge creation. These four factors are inherently embedded in Thai construction management practices for creativity and competitiveness.
The study is an examination of the contributions actually made by each aspect of a knowledge‐management oriented project, and identification of the lessons learned therein and new improved practices. These are thereafter captured and incorporated into the next learning cycle in order to facilitate a steady evolution for best practices.
Teerajetgul, W. and Chareonngam, C. (2008), "Tacit knowledge utilization in Thai construction projects", Journal of Knowledge Management, Vol. 12 No. 1, pp. 164-174. https://doi.org/10.1108/13673270810852467Download as .RIS
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