A knowledge value creation model for knowledge‐intensive procurement projects

Abstract

Purpose

The purpose of this paper is to propose a knowledge value creation model to evaluate and interpret knowledge conversion effects and knowledge value creation for knowledge‐intensive procurement projects.

Design/methodology/approach

To depict the knowledge‐conversion processes and knowledge value creation, two portions are undertaken in the model: quantifying the success of every knowledge conversion; and analyzing and interpreting effects on each conversion process and the entire procurement project. A case study for the model implementation is provided.

Findings

In the case study, four factors of “performance improvement,” “project learning,” “project comprehension,” and “project value” cover the importance from knowledge workers' perception. However, attitudes of indirect knowledge workers toward instant project learning are not as aggressive as those of the direct project workers.

Originality/value

Systematic thinking based on knowledge management (KM) is required in order to feasibly and efficiently manage and program procurement projects which might involve buyer‐supplier knowledge communication. For the knowledge‐intensive projects, a systematic approach to the treatment of knowledge transfer assessment is also able for organizations to encode knowledge and knowledge value into supplier relationship management (SRM) and KM information systems. The proposed model is not only the first attempt to quantitatively and qualitatively evaluate knowledge conversion incorporated within KM but also contributes to the literature on SRM of assessing the performance of procurement projects.

Citation

Yeh, H. (2008), "A knowledge value creation model for knowledge‐intensive procurement projects", Journal of Manufacturing Technology Management, Vol. 19 No. 7, pp. 871-892. https://doi.org/10.1108/17410380810898796