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Adriaanse, A, Voordijk, H and Dewulf, G (2010) The use of interorganisational ICT in construction projects: a critical perspective. Construction Innovation, 10(02), 223–37.
Ahuja, V, Yang, J, Skitmore, M and Shankar, R (2010) An empirical test of causal relationships of factors affecting ICT adoption for building project management: An Indian SME case study. Construction Innovation, 10(02), 164–80.
Bowen, P, Jay, I, Cattell, K and Edwards, P (2010) Value management awareness and practice by South African architects: an empirical study. Construction Innovation, 10(02), 203–22.
Chen, L and Mohamed, S (2010) The strategic importance of tacit knowledge management activities in construction. Construction Innovation, 10(02), 138–63.
- Type: Journal Article
- Keywords: balanced scorecard; construction industry; Hong Kong
- ISBN/ISSN: 1471-4175
- URL: http://www.emeraldinsight.com/10.1108/14714171011037165
- Abstract:
Purpose: Tacit knowledge is perceived as the most strategically important resource of the construction organisation, and the only renewable and sustainable base for its activities and competitiveness. Knowledge management (KM) activities that deal with tacit knowledge are essential in helping an organisation to achieve its long-term organisational objectives. The purpose of this paper is to provide empirical evidence for the stronger strategic role of tacit KM in comparison to explicit KM. Design/methodology/approach: A questionnaire survey was administered in 2005 to a sample of construction contractors operating in Hong Kong to elicit opinions on the internal business environment, intensity of KM activities as executed by targeted organisations, and contribution of these activities to business performance (BP). A total of 149 usable responses were received from 99 organisations representing about 38 per cent of the sampling frame. The statistical analyses helped to map the reported KM activities into two groups that, respectively, deal with tacit and explicit knowledge. The sensitivity to variations of organisational policies and strength of association with BP in relation to the two groups of KM activities were also compared empirically. A total of 15 interviews with the managerial and professional staff of leading contractors was undertaken to provide insightful narratives of KM implementations. Findings: The effective implementation of organisational policies, such as encouraging innovations and strengthening strategic guidance for KM, would facilitate human interactions of tacit KM. Higher intensity of activities in managing tacit knowledge would ultimately help the organisations to achieve economic gain in the long run. Originality/value: The stronger strategic role of tacit KM is empirically investigated and established within the context of construction organisations.
Nadim, W and Goulding, J S (2010) Offsite production in the UK: the way forward? A UK construction industry perspective. Construction Innovation, 10(02), 181–202.
Sharp, M (2010) Simple solutions to complex issues in the built environment. Construction Innovation, 10(02), 121–5.
Vennström, A and Eriksson, P E (2010) Client perceived barriers to change of the construction process. Construction Innovation, 10(02), 126–37.