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Through investigating the innovation‐adoption process in smaller construction industry firms, this paper aims to ascertain the drivers of innovation in Australian small residential building firms, and determine how such firms develop or adopt innovations. The research thus provides a more thoroughly nuanced understanding of the innovation‐adoption process within these firms.

The research described in this paper was conducted among small residential housing contractors in South‐East Queensland, Australia. This was undertaken by means of a semi‐structured interview process, based on a questionnaire requesting information from owners or managers.

Innovation in this sector is driven by general business concerns pertaining to maintaining overall competitiveness rather than specific client needs. The same firms also utilize supply‐chain relationships and broader industry associations as sources of external knowledge. Despite this, better pathways to transfer externally generated knowledge require implementation, especially as a means to ensure continued sector growth and deliver public goods such as enhanced worker health and environmental sustainability.

The paper highlights the current communication and informational disjuncture between research institutions and practitioners. As a result, workable suggestions for enhanced and meaningful interaction among firms, peak bodies and key research institutions are advanced.

The study complements previous research on innovation development and adoption. Given that there is little previous research on the innovation‐adoption process in the residential building sector, the paper provides an important counterpoint to studies that generally focus on much larger construction firms.

The purpose of this study was to investigate and propose the appropriate K‐mapping models as an approach to integrating key project components and technologies for the effective improvement of project performance within and across construction projects.

In this holistic, single‐case study, one of the largest construction consulting firms in South Korea has been studied by conducting 15 semi‐structured interviews and the different loci for each of the K‐mapping components are identified and analyzed. Based on the different loci, four types of the K‐mapping model are provided and elucidated.

Research findings indicate that these four types of the K‐mapping model provide the criteria to identify the appropriate types of K‐map for construction project organizations, according to the characteristics and conditions of their own construction personnel, construction processes, and K‐transfer technologies. With the K‐mapping models, an appropriate knowledge management system (KMS) can be developed more effectively.

First, as interpretivism was adopted as the research philosophy, the case study findings were subjective and qualitative to both the interviewees in the case study company and the researchers, though this study provided an important underpinning for future research on K‐mapping within construction project organizations. Second, the theory developed in this study was based on an investigation of the appropriate K‐mapping models with only a single case study. Nevertheless, this case study provided sufficient data and information to develop and propose a theory for successful K‐mapping model development within construction project organizations.

In the KM area, the definition, benefits, purposes, principles and types of K‐map have been already provided by many KM researchers and practitioners. However, no industry (practical)‐based K‐mapping model has been developed and proposed, especially in the construction industry. Accordingly, the originality of this study to be presented in one of the paper's conclusions: construction processes must be considered and adopted as a key component in the K‐mapping process, and the discussion of the four types of K‐map this research have generated, which significantly expands the existing literature on K‐mapping.

The purpose of this paper is to examine challenges faced by senior construction managers in managing cross‐cultural complexity and uncertainty. The rationale was to identify the key strategies that are considered essential for managing cross‐cultural complexity and uncertainty.

Interviews with 20 senior construction managers, ten in Kenya and ten in the UK, were recorded, transcribed and entered into the qualitative research software NVivo. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the cultural issues raised by participants. The findings were presented to the participants through workshops and group discussions.

The emerging key issues suggested that project leaders need to learn how to control their own characteristics and to use them selectively. An effective multicultural construction project team should focus on team output and attributes that characterise a multicultural team as a social entity.

Findings indicate that the role of construction project managers has significantly changed over the past two decades. In order to deal with cross‐cultural uncertainty, project leaders must have superior multicultural and interpersonal skills when managing global multicultural heavy engineering projects.

The research shows that leaders of global construction project teams need a good understanding of their culture, environment and the value of their individual contributions.

The potential for the adoption of a knowledge management system (KMS) is becoming a crucial matter in small and medium enterprises (SMEs); however, there is a scarcity of studies related to KMS adoption in SMEs. Therefore, the purpose of this paper is to advance further our understanding of the factors that influence the KMS adoption process among SMEs.

The collected sample size was 247 respondents. For statistical analysis, Smart partial least square (PLS) (a structural model-based tool) was used to build, run and validate the process model. PLS regression techniques were used to analyze the latent constructs. Smart PLS exhibits both the measurement model and the structural model.

The results indicate that knowledge management capabilities, knowledge sharing, organizational learning capabilities and IT capabilities are the significant factors which influence KMS adoption. This study also identifies some unexpected results.

The number of responses obtained from the survey was rather small. However, a larger number of responses would probably have resulted in a more accurate finding. Additionally, this study should be verified via a larger sample to increase its generalization.

The result of this study will provide SMEs with valuable guidelines to better understand what factors should be considered as highly important and thus providing decision makers and managers with valuable insights to increase the adoption level of KMSs.

The study addresses the research gap by developing and empirically validating a research model of KMS adoption from a different perspective that incorporates critical issues which have never been simultaneously examined.

The evolution of Knowledge-Management (KM)-related literature has highlighted that Knowledge Management Systems (KMSs) have undergone massive changes in collaborative environments. Information-Systems-enabled KM seems to be the necessary response to the recent challenges posed by globalisation and technology dynamics to both large companies (LCs) and small and medium enterprises (SMEs).

This paper provides a systematic review about KMSs to offer an analytical overview of their role in supporting innovative forms of knowledge translation occurring in collaborative relationships. A sample of 129 papers was selected and analysed according to three perspectives: unit of analysis (LCs, SMEs), phases of the KM process (adoption, translation) and topic area (KM Practices, KM Tools, KMSs).

The findings highlight five literature gaps: (1) the role of KM practices supporting knowledge translation; (2) the impact of the alignment among KM practices, firm's complexity, dimension and culture on KM process; (3) the effect of KM tools on knowledge translation; (4) the variety of KMSs exploited in both LCs and SMEs; and (5) the alignment between organisational structure and information systems in KM context. Accordingly, 13 research questions were formulated.

The proposed research questions define a formal research agenda that could steer further research efforts about the KMS topic for improving the body of knowledge in the KM field. Scientific literature is currently lacking a contribution assessing the role of KMSs in supporting innovative forms of knowledge translation that occur in collaborative relationships.

This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.

The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.

The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.

This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there remains the challenge of leveraging these perspectives for project management practice.

The paper believes that situated learning theory offers insights that can be leveraged to make project management environments more effective through improved intra‐project and inter‐project shared learning.

This paper presents a high‐level conceptual framework to bridge situated learning theory to the RBV of project management. The paper finds that situated learning theory is well suited to contribute to an understanding of shared learning in projects and justifies future research.

The purpose of this paper is to delineate “senior managers'” perception of the competencies required by project managers (PMs) in Ghana for mass house building projects (MHBPs) and to discuss the implication of the findings for professional training and development.

Drawing on a well‐acclaimed organizational psychology theory of job performance, a structured questionnaire survey was used to elicit data from managing directors (MDs) of homebuilders belonging to the Ghana Real Estate Developers Association (GREDA). The data were analyzed using multiple regression techniques (stepwise)

Of 64 competencies operationalised, seven are perceived to be important.

The findings provide PMs in Ghana an understanding of the competency profile their superiors (i.e. MDs) use in judging their performance. This should therefore help the PMs to align their professional development towards improving their skills on these competencies. Homebuilders can also apply the findings to make an informed and objective judgement in the profiling, recruitment and maintenance of PMs who have the appropriate skills and competencies. The implication of the findings for developing a continuing professional development (CPD) agenda in the Ghanaian mass house building industry is discussed. The discourse provides useful lessons for the construction industry in developing countries such as those in the sub‐Saharan African (SSA) Region.

The aim of this paper is to review research on knowledge management in small and medium‐sized enterprises to identify gaps in the current body of knowledge, which justify future research directions.

The study consists of a systematic review of 36‐refereed empirical articles on knowledge management and small and medium‐sized enterprises.

The areas of knowledge management implementation, knowledge management perception, and knowledge transfer are relatively well researched topics; whereas those of knowledge identification, knowledge storage/retention and knowledge utilisation are poorly understood. Given the prevalence of small and medium‐sized enterprises there is a strong need for more research on this important topic. The future research directions proposed by the authors may help to develop a greater understanding of knowledge management in small and medium‐sized enterprises.

By only using the ProQuest database this study may not have allowed a complete coverage of all empirical articles in the field of knowledge management in small and medium‐sized enterprises. Yet, it is believed that the findings provide a valuable understanding of the current situation in this research field. The study proposes a number of future research directions, which may stimulate more intensive research in this important field.

To the best of the authors' knowledge, no systematic literature review on this topic has previously been published in academic journals.

Large‐scale construction projects pose several challenges for successful completion. There seems to be no general agreement among researchers on what are the critical success factors (CSFs) on construction projects. Success factors vary across various projects, let alone countries. This paper attempts to elicit the perception of construction professionals on CSFs appertaining to large‐scale construction projects in Thailand.

Questionnaire surveys and interviews were conducted with project managers, deputy project managers, and line managers to gather their perception on CSFs.

Results of 76 questionnaire surveys and 35 interviews revealed that factors related to project planning and control, project personnel, and involvement of client were perceived to be critical for the success of large‐scale construction projects in Thailand. Participants also showed their high concern for sufficient resources, adequate communication, mutual understanding of stakeholders on project goals, and award of bids to the “right” designers and contractors.

The study was conducted on a single large‐scale construction project in Thailand, and hence, findings should be interpreted in context of Thai construction industry. The study also did not consider any specific procurement methods under which the project was being developed. Participants were asked about their general perception about CSFs on large‐scale construction projects.

Results from this study can be used as guidelines to ascertain CSFs on other large‐scale projects in Thailand. Project managers can also use this study to evaluate their current project and compare the perceived and real success factors for knowledge management exercises.

The paper captures the perception of construction professionals about CSFs in large‐scale projects in Thailand. It also presents a model for conceptual illustration of CSFs by differentiating the process domain from performance domain.

The purpose of this paper is to develop a model to understand and facilitate more knowledge sharing (KS) among construction companies in Jordan. Sixteen cultural variables that affect KS were identified through self-administered questionnaires.

Factor analysis was used to find possible relationships between the cultural variables for grouping purposes and to eliminate the cultural variables that do not affect KS. The results of factor analysis were further refined using a brainstorming session and Analytic Hierarchy Process (AHP) was used to prioritise the factors obtained through the factor analysis.

Trust, management and communication were identified as the three most important factors, whilst communication was acknowledged as the least important factor.

This research uses factor analysis and AHP to study the influence of cultural factors on KS. It develops a hierarchy of factors that affect effective KS within the Jordanian context. The paper investigated KS in-depth and highlighted the components that constitute KS in an organisation. Based on extensive literature review, this study found the relative importance of different factors that affect KS. The emphasis on trust was found to be more critical than the presence of a computer-based system. In addition, this is the first paper of this type to look at KS in the context of the Jordanian construction industry.