The purpose of this paper is to determine the extent to which service design (SD) is addressed by the client and its supply chain at a program level into one functional…
Abstract
Purpose
The purpose of this paper is to determine the extent to which service design (SD) is addressed by the client and its supply chain at a program level into one functional capability, knowledge management (KM), to share knowledge across projects and organizational actors.
Design/methodology/approach
The interpretative methodology employing two methods of engaged scholarship, namely, action research and engaged research, is applied. The data are analyzed using cognitive mapping to identify the extent of alignment of perceptions.
Findings
The findings show that the client and its supply chain are very transactional in their management minimizing investment in KM and program management. There is a lack of commitment and cultural leadership; hence, there is over-reliance on individuals to take responsibility for knowledge sharing and application. SD thinking can help develop a holistic approach to learning from projects.
Research limitations/implications
The study underlines the links between the concepts of SD and KM. The findings emphasize the importance of developing a holistic approach to KM through the lenses of SD. The organizations must view KM as a process and build capabilities at a program level to make knowledge sharing an integral part of the work culture across projects.
Originality/value
The study contributes to the subject of KM in the construction industry by mobilizing the concept of SD to examine how KM systems and procedures are embedded in the client and across its supply chain.
Details
Keywords
Natalya Sergeeva and Meri Duryan
This paper aims to explore the ways innovation becomes enabled through knowledge management and sharing which has important implications for establishing and sustaining the…
Abstract
Purpose
This paper aims to explore the ways innovation becomes enabled through knowledge management and sharing which has important implications for establishing and sustaining the culture of innovative thinking in project-based construction firms. This study adopts a reflective practitioner perspective to explore this relationship.
Design/methodology/approach
In total, 30 semi-structured interviews were conducted with the construction sector professionals whose roles are most relevant in the connection between innovation and knowledge management. Thematic analysis and cognitive mapping techniques were used to analyse the interview data.
Findings
The research findings indicate that due to the complexity of project-based construction firms, a more holistic approach to knowledge management and organisational learning at the firm level is required. This would enable a culture of continuous and coordinated knowledge flow that facilitates innovation and continuous improvement in project-based firms.
Practical implications
This paper has important implications for practising managers in project-based construction firms. By better understanding the ways organisational knowledge can be managed to become an enabler of innovation would allow to build and enhance firms’ innovative capabilities, individual and team competencies. There is a real need for innovation knowledge managers as formal job positions in the construction sector.
Originality/value
This study contributes to construction innovation and project management research and practice by providing insights into establishing and sustaining the culture of learning and innovative thinking.
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Hedley Smyth, Meri Duryan and Illona Kusuma
Project execution is dependent upon management support from the firm. The purpose of this paper is to examine the extent to which main contractors and supply chain members design…
Abstract
Purpose
Project execution is dependent upon management support from the firm. The purpose of this paper is to examine the extent to which main contractors and supply chain members design their service provision in order to enhance the service experience. Marketing and service design (SD), theorized in terms of business development management, are examined to assess their effect upon service experience during project execution.
Design/methodology/approach
An interpretative methodology was used to identify patterns and significant factors perceived through the lens of business development managers in ten main contractors.
Findings
Main contractors provide a systems integration service, yet service provision was found to be limited and was frequently stated as “off the radar.” Clients are realizing sub-optimal value in service experience, and users and other societal stakeholders are realizing sub-optimal value in context during use.
Research limitations/implications
There is a need to address marketing and SD research to offer prescriptive guidance to practitioners, in particular using knowledge management as lever for improvement.
Social implications
Society is in receipt of sub-optimal facilities and therefore both socially falls short of meeting well-being and policy goals, and economically under-performs.
Originality/value
Contributions are made to the marketing and management theory on project markets where selling occurs ahead of provision. Scant support for construction marketing; a lack of the guidance on managing interactions in co-creating value; and the absence of SD among leading main contractors to deliver value had been reported.
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The purpose of this paper is to address hierarchies in a large program of projects. It explores cultivation of communities of practice (CoP) within a hierarchical client…
Abstract
Purpose
The purpose of this paper is to address hierarchies in a large program of projects. It explores cultivation of communities of practice (CoP) within a hierarchical client organization that manages multi-billion-euro infrastructure programs and projects.
Design/methodology/approach
This paper is based on an exploratory longitudinal case study approach involving action research. In-depth semi-structured interviews, company records, industry reports and observation from a case study in the hierarchical bureaucracy were translated into the language of cognitive maps for software analysis and subsequent interpretation.
Findings
The findings highlight the importance of hierarchy constraints and program management practices in project-based firms. The involvement of senior management in CoP cultivation reinforced the community’s contribution to strategic value creation in the firm under scrutiny.
Research limitations/implications
This paper mobilizes the concepts of boundary spanning and loose coupling as a way of analyzing the role of CoPs in bureaucratic hierarchies to promote learning and knowledge transfer. The results of the study suggest that application of those concepts can contribute to sustainability of CoPs in hierarchical organizations by giving them social space to span horizontal and vertical boundaries.
Practical implications
The authors practically contribute to the field by demonstrating the process and the impact of CoP sponsors’ engagement in their cultivation. This was enabled through the research-oriented action research component. The paper also concludes that cognitive mapping may provide a useful addition to engaged research, potentially simulating and influencing change in practice.
Originality/value
The academic contribution concerns understanding the roles of hierarchies, program management and CoP cultivation in project-based firms. It offers clear guidelines for managers of hierarchical bureaucracies to cultivate CoPs to address hierarchical constraints and how CoPs differ in organizational form.