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To examine the development of a viable framework for the enhancement of construction site management practices through an integration of knowledge management (KM) processes ‐ underpinned by case study findings from construction organizations that have implemented knowledge management. A multiple case study approach (that incorporates qualitative comparators with observations made within five construction sites) was adopted. The main aims were to investigate the key problems of site management practices, to observe existing practice in managing knowledge on the construction site, and to present opportunities for improvement. The case study findings revealed that services obstruction, poor site communication and information, incomplete design, local residents, and cooperation and motivation issues are major problems inhibiting construction site performance. They also identified that the site management team used conventional approaches (meeting and observation) to resolve management and technical problems onthe construction site. The site management teams should be prepared to deal with on‐site problems and risks in a systematic and efficient way.KM can help to prevent the site management team from repeating past errors; by capturing best practices, lessons learned,and especially, the solutions to problems that arise on site, similar situations in the future can be dealt with efficiently and effectively.There is little written on how to improve site management practices through knowledge management.This paper focuses on a KM deployment at site management level and demonstrates that site management teams still do not have any systematic methods for the creation, capture, storage, sharing and reuse of knowledge.

The promised benefits from implementing knowledge management (KM) attract an increasing number of organizations. However, many organizations, face several difficulties when designing a KM system or implementing its initiatives. These difficulties, along with some unsuccessful KM initiatives worry many organizations interested in the concept. This paper investigates the reasons for these difficulties and discusses the issues that need to be addressed to develop robust KM systems. It then introduces a systematic approach for addressing these issues at the early stages of designing a KM system. This approach was developed within the cross‐sectoral learning in the virtual enterprise (CLEVER) project and supports the definition of KM problems within a business context. The approach has been encapsulated into a prototype software system to make it easier to use. The paper describes in detail the operational level of the prototype. It also discusses the potential of the developed prototype, and concludes that it represents an innovative tool for improved KM.

This paper aims to investigate how large UK construction organisations manage their knowledge assets. It then proposes STEPS, a mechanism for benchmarking organisation's knowledge management maturity.

This paper adopts a case study methodology using four large UK construction organisations.

The investigation shows that the UK‐based companies with international operations are ahead of their national counterparts in their KM implementation efforts. The paper concludes that construction organisations are likely to be successful in implementing KM if appropriate considerations are given to strategy formulation, implementation issues addressed and the link between KM and business strategy is strengthened.

The paper proposes a mechanism, entitled STEPS, for benchmarking the maturity of large construction organisations' knowledge management practices. It then uses case study organisations to demonstrate how the STEPS model should be used.

The purpose of this paper is to identify a set of critical success factors, which ensure the effectiveness of knowledge management initiatives, with particular focus on the effect of people‐oriented success factors.

A comprehensive review of knowledge management literature, substantiated by ten qualitative interviews with leading academics and industrial representatives in the field of knowledge management in the construction industry.

The research suggests that organisations need to consider several key areas, in particular, the processes and practices undertaken to understand and define knowledge management, the implementation of dedicated champions, the integration of the initiative into the business, and effective communication of its benefits to members of staff. Each of these factors will have a direct bearing on the level of effectiveness reached by an organisation's knowledge management initiative.

The industry‐based interviewees were all strategic‐level managers. This means that, in relation to the application of knowledge management initiatives, they adopt primarily managerial roles. Further interviews with the practitioners of these initiatives would be beneficial in reflecting the more “hands‐on” perspective of knowledge management implementation.

A holistic overview of the best‐practice for maximising the effectiveness of a knowledge management initiative by addressing the issues, which concern the people involved with its implementation.

The aim of this chapter is to shed light on the perspectives of organizational innovation in higher education in light of socio-economic transformations as articulated in Vision 2030 for Saudi Arabia. A case study evaluating strategic innovation at the Arabian Gulf University (AGU) in Bahrain was conducted using Balanced Score Cards. A questionnaire was designed to capture enablers and barriers in organizational innovation in higher education. The chapter concluded that institutional inertia, limited implementation and evaluation processes are the key impediments for organizational learning and knowledge management. The study recommends to incorporate organizational innovation to foster entrepreneurship, strategic innovation and learning at higher education institutions (HEI).

The paper seeks to focus on the role of knowledge management in promoting corporate sustainability in the construction industry context. It proposes a maturity roadmap – STEPS to facilitate the implementation of a knowledge management strategy.

Two research methods were used. The first consisted of a postal questionnaire sent to the top 170 UK construction firms consisting of engineering design and construction contractor firms. The organisations were selected because they were considered the most influential organisations in the UK construction sector. The second research method involved 28 case study interviews with eight construction firms to investigate their approach to knowledge management and performance improvement. The results of the questionnaire survey and the case studies were used to develop the STEPS maturity roadmap.

The paper found that knowledge management is inextricably linked to corporate sustainability, but a methodical approach is required for successful knowledge management implementation. With this in mind, the STEPS maturity roadmap was developed to provide a structured approach to implementing and benchmarking knowledge management efforts.

This will allow companies to understand where they fall within the STEPS maturity roadmap and to devise a strategy to be developed to attain higher levels of knowledge management maturity.

This paper provides a mechanism for organisations to benchmark their knowledge management activities and to develop a knowledge management strategy that would improve their activities.

The need for performance improvement has led to the implementation of industry‐specific key performance indicators (KPIs) and greater awareness of the benefits of measurement in construction engineering organisations. This paper aims to present and discuss the findings of a survey based on the practical experiences of leading UK construction engineering organisations.

The paper is based on a questionnaire survey, the findings of which are discussed and analysed. The survey focused on establishing current industry practice and forms part of a larger study, which involved detailed case studies and led to the development of an innovative framework for links knowledge management initiatives with business performance measurement.

The survey shows that a significant proportion of organisations are now using a range of financial and non‐financial measures to assess business performance, and a growing number are adopting the excellence model and/or the balanced scorecard to facilitate a structured approach to implementing continuous improvement strategies. The paper identifies the barriers to the use of performance measurement models and discusses the differences between the practices in smaller and larger construction engineering firms.

The paper concludes with some practical considerations for implementing performance measurement models, which will be of value to business improvement managers and other senior managers in construction and other project‐based industries.

This chapter highlights the importance of strategically managing knowledge networks. Strategic management is defined as being aware of current knowledge networks, understanding current knowledge stocks, and identifying gaps. It also involves assessing the knowledge needs of business units and ensuring that those needs are addressed. The chapter also highlights the importance of having a vision of a healthy knowledge network.

Companies increasingly find themselves under pressure to adopt socially responsible forms of operation. Since organizational change is crucially influenced by knowledge creation and sense‐making, this paper aims to determine how knowledge management (KM) processes can foster (or impede) progress towards corporate social responsibility (CSR).

The paper reviews the KM literature to identify areas of knowledge management that are particularly relevant to managing a company's social and environmental externalities.

Distinguishing between two related but analytically distinct approaches to knowledge management, namely an element and a process view, the paper develops a conceptual model of how knowledge management can impact on CSR.

Distinguishing between elements of knowledge and processes of managing these allows a more systematic and comprehensive approach to managing knowledge around CSR.