Enhancing knowledge management in construction firms

Abstract

Purpose

Construction is an information and knowledge driven industry. Construction firms all over the world are increasingly being challenged by high‐cost pressure, shortened project cycles and increasing competition. Within a business environment, where fast and reliable access to knowledge is a key success factor, the efficient handling of organisational knowledge is crucial. The purpose of this paper is to look at ways knowledge and expertise are managed in project‐based firms, based on three case studies. The knowledge management (KM) effort established in these cases studies is analysed. Finally, the findings from the case studies from the perspective of the construction firm are presented.

Design/methodology/approach

The research methodology of the study is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into KM as an autonomous action is developed. Case study research is one of the most widely‐used research designs in qualitative research. The grounded theory method develops theory from data collected through direct contact with research situations. The methodology looks at large, successful companies already using KM, which not typical companies, but which provide useful insights for others.

Findings

This paper analyses KM effort, based on three case studies and offers recommendations and insights for enhancing KM in construction firms.

Research limitations/implications

Construction firms need to be aware of the advantages of KM initiatives and practices. KM requires an environment that allows workers to create, capture, share, and leverage knowledge to improve performance. Firms are increasingly utilizing interdisciplinary organisational structures in which employees share knowledge and expertise within and between groups in order to cope with complex tasks.

Originality/value

This paper presents the findings from case studies of three large, high‐performing project‐based firms, involving exploratory, open‐ended interviews with managers at various levels, and identifies key KM implementation issues in construction firms; it also provides valuable insights and recommendations for enhancing the capture, sharing and use of corporate knowledge assets.

Citation

Loforte Ribeiro, F. (2009), "Enhancing knowledge management in construction firms", Construction Innovation, Vol. 9 No. 3, pp. 268-284. https://doi.org/10.1108/14714170910973493