KNOWLEDGE MANAGEMENT

Knowledge Management

Knowledge Management

Introduction

The need for change and continuous improvement in the construction industry has resulted in various initiatives, which are aimed at improving the construction process. These initiatives are primarily targeted at reducing fragmentation, and have included: (a) the development of alternative procurement strategies to clarify and improve the communication structure between different participants in the construction process (BPF, 1983; Ashworth, 1991); (b) the use of computer technology to integrate the construction process through the electronic sharing of data/information in both directions at the design-construction interface (Howard et al. 1989; Miyatake and Kangari, 1993; Evbuomwan and Anumba, 1996); (c) the adoption of a wide range of concepts, tools and techniques (e.g. total quality management, partnering, etc.) to enhance collaboration, and improve efficiency and quality (Baxter and Macfarlane, 1992; Hellard, 1993; Bennett and Jayes, 1998); and (d) the development of improved components, materials and construction methods, including standardisation and pre-assembly (Egan, 1998).

However, it is now being recognised that the management of project knowledge (especially within the construction industry where projects are implemented by temporary 'virtual' organisations) is open to considerable improvement, both within construction organisations, and between firms in the supply chain (Siemieniuch and Sinclair, 1993, 1999; Egbu et al. 1999). The emphasis on Knowledge Management (KM) reflects the growing realisation that it is a core business concern, particularly in the context of the emerging knowledge economy, where the know-how of a company is becoming more important than the traditional sources of economic power (capital, land, etc.) (Drucker, 1993; Scarbrough & Swan, 1999). Within the construction industry, it is increasingly being acknowledged that KM can bring about the much needed innovation and improved business performance the industry requires (Webb, 1998; Egbu et al. 1999). Failure to capture and transfer knowledge generated within one project, which is usually buried in unread reports and arcane filing systems, or lost because people move on, leads to wasted activity and impaired project performance.

Knowledge Management

Knowledge management can be defined as the identification, optimisation and active management of intellectual assets to create value, increase productivity, and gain and sustain competitive advantage (Webb, 1998). It involves the capture, consolidation, dissemination and reuse of knowledge within an organisation (Kazi et al. 1999). The formulation of a knowledge management strategy involves an examination of a number of interrelated concepts and factors (Kamara et al. 2000). However, before these are described it is needful that the meaning of knowledge is discussed.

The management of knowledge

The management of knowledge involves various tasks and activities that are performed to ensure that knowledge is generated and/or captured, stored, disseminated or shared, and retired. However, this may not necessarily be a linear process, as the context of use and supporting infrastructure and tools also have to be considered (Laudon and Laudon, 1998; Webb, 1998). These interrelated factors can be grouped into four main categories:

The knowledge base (used in a wider sense) that is to be managed. This includes data, information, and ...