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Article
Publication date: 1 March 2002

J.M. Kamara, G. Augenbroe, C.J. Anumba and P.M. Carrillo

Knowledge management (KM) is now recognized as a core business concern and intellectual assets play a vital role in gaining competitive advantage. Within the architecture…

5056

Abstract

Knowledge management (KM) is now recognized as a core business concern and intellectual assets play a vital role in gaining competitive advantage. Within the architecture, engineering and construction (AEC) industry, where the need for innovation and improved business performance requires the effective deployment and utilization of project knowledge, the need for strategic knowledge management is also being acknowledged. This paper reviews various initiatives for KM in order to assess the extent to which it is being implemented in the AEC sector. Contextual issues are identi. ed, and the findings from two research projects are used to assess current strategies for KM in AEC firms. These studies show that effective knowledge management requires a combination of both mechanistic and organic approaches in an integrated approach that incorporates both technological and organizational/cultural issues. The paper concludes with recommendations on how this could be achieved in practice.

Details

Construction Innovation, vol. 2 no. 1
Type: Research Article
ISSN: 1471-4175

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Article
Publication date: 27 September 2019

Chika Amadi, Pat Carrillo and Martin Tuuli

The implementation of public–private partnerships (PPPs), particularly in low- and middle-income countries, has been hampered by external stakeholders’ opposition leading to the…

1850

Abstract

Purpose

The implementation of public–private partnerships (PPPs), particularly in low- and middle-income countries, has been hampered by external stakeholders’ opposition leading to the failure of several projects. The purpose of this paper is to develop a framework to improve external stakeholder management in PPP projects.

Design/methodology/approach

Two case studies consisting of 23 interviews with a wide range of internal and external stakeholders were employed. This was supplemented with a focus group approach to validate the framework.

Findings

A new framework for the management of external stakeholders is developed. It encompasses new features such as the dynamic identification of stakeholders at each project phase and their corresponding interests.

Research limitations/implications

The scope is road transportation projects in Nigeria and thus the recommendations may not be globally applicable.

Practical implications

The findings can help the public sector and their agencies to manage external stakeholders and maintain successful relationships on PPP projects.

Originality/value

The paper contributes to existing knowledge in four key areas: it confirms that the skill and actions of internal stakeholders are vital to the stakeholder management process; it shows that one-off stakeholder identification proposed in literature is a flawed approach; it proposes that the identification of external stakeholders’ interests be dynamic; and it adds the perspective of low- and middle-income countries in stakeholder management in PPP projects.

Details

Engineering, Construction and Architectural Management, vol. 27 no. 2
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 17 August 2018

Chika Amadi, Patricia Carrillo and Martin Tuuli

This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where…

2207

Abstract

Purpose

This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders.

Design/methodology/approach

Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research.

Findings

Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders.

Originality/value

External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.

Details

Built Environment Project and Asset Management, vol. 8 no. 4
Type: Research Article
ISSN: 2044-124X

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Article
Publication date: 1 March 1998

P.M. CARRILLO

Recently, there have been significant corporate changes within the major contracting organizations in the UK. Mergers and acquisitions are creating large, pan‐European…

548

Abstract

Recently, there have been significant corporate changes within the major contracting organizations in the UK. Mergers and acquisitions are creating large, pan‐European contractors. Such changes have a fundamental impact on the way these contractors operate. The reasons behind the increased mergers and acquisitions activities, and how these corporate changes affect information systems and information technology (IS/IT) are examined. The present paper illustrates these IS/IT changes using the acquisition of two British contractors as case studies. The results show that issues such as leadership, communications and culture have a significant impact on how organizational changes are implemented.

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Engineering, Construction and Architectural Management, vol. 5 no. 3
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 1 December 2005

H.S. Robinson, P.M. Carrillo, C.J. Anumba and A.M. A‐Ghassani

Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing…

2628

Abstract

Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing performance management models to improve business processes, products and management of people to facilitate continuous improvement. This study investigates the implementation of performance management models in large construction engineering organizations. First, a brief review of the drive for performance improvement and the strategic considerations for the adoption of performance management models is carried out with specific reference to the Balanced Scorecard and the EFQM Excellence Model. Second, using case studies of large construction engineering organizations, the findings from the implementation of performance management models are analysed and discussed. It is shown that whilst progress has been made in the implementation of performance management models in large construction organizations, significant challenges remained at the planning, deployment and assessment and review stages. This includes the motivation for performance management, leadership and resources, communication mechanisms, measurement and data collection techniques and the role of knowledge management. Performance management models provide a basis to develop strategy for sustaining longterm business objectives, and more construction organizations will adopt such innovative tools to facilitate continuous improvement, as the business benefits become clear.

Details

Construction Innovation, vol. 5 no. 4
Type: Research Article
ISSN: 1471-4175

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Article
Publication date: 11 May 2015

Gamal Mohamed Shehata

The purpose of this paper is to examine the impact of adopting knowledge management systems (KMSs) on firms’ performance. Although many organizations have adopted the notion of…

1942

Abstract

Purpose

The purpose of this paper is to examine the impact of adopting knowledge management systems (KMSs) on firms’ performance. Although many organizations have adopted the notion of KMS, there is little evidence on the effect of KMS on a firm’s performance, especially in an emerging economy like the Egyptian one. An intensive literature review is conducted not only to synthesize but also to establish the conceptual foundations for the systemic perspective of knowledge management and its potential impact on knowledge management performance in an emerging information and communication technology (ICT) industry. This systemic perspective fits with the evolutionary nature of such an emerging industry in Egypt.

Design/methodology/approach

The empirical study of this work is conducted on knowledge-intensive firms operating in the field of ICT. The paper is descriptive in nature where a quantitative research design is adopted to survey senior managers’ perceptions – from both national and multinational enterprises operating in Egypt – on the pay-off maintained from creating an integrative KMS. The primary data are collected from 90 managers holding significant top positions related to the knowledge management area. A linear simple regression test is conducted to discover the initial association between the conceptual model’s key variables.

Findings

The results of this work reveal that there is a positive association between each of the six elements that constitute a KMS, namely, knowledge: creation, acquisition, codification, sharing, transfer and measurement, and the perceived knowledge management performance. Besides, there is a significant positive association between the adopted total KMS and perceived knowledge management performance. This study provides strong evidence that KMSs are essential to improve firms’ performance. The results of t-test and analysis of variance assert that the gender, types of business, year of experience and age of respondents have no significant difference to perceived knowledge management performance resulting from KMS.

Research limitations/implications

The findings reflect the fact that informants have to deploy six components that constitute a KMS to realize improvements in knowledge management performance. This work also highlights a number of findings of great value to managers in the ICT sector. Yet, the empirical study does not cover all the issues which are linked to KMS implementation. Issues such as culture, trust and leadership role in building a significant KMS are not examined in this work. Also, the generalizability of the findings to other industries must be considered carefully. Although the findings are statistically significant, the framework developed may be quite specific to the ICT organizations.

Practical implications

This paper enhances managers’ understanding in deploying the notion of KMSs to leverage their corporate performance. It also provides managers in emerging markets with an integrative perspective to fundamental issues that encounter them when they put those KMSs into practice.

Social implications

This research advances understanding of the application and benefit of KMS in ICT firms in several ways: it provides a better understanding of KMS and practices currently being applied in the Egyptian ICT firms. There had been little or no industry-wide empirical research on this topic to date, it provides a better understanding of knowledge processes in the ICT sector; specifically, the links between knowledge acquisition, creation, codification, sharing, transfer and measurement, and their links to performance, the measurement instruments developed for this research constitute a reliable set of construct measures that provide a basis for future research.

Originality/value

This paper advances the knowledge management subject by synthesizing past studies into an integrative KMS that directs scholars’ attention on how to examine the notion. It is claimed that KMS help those managers improve core business processes, management decisions and, accordingly, firms’ performance. Besides, this study suggests a set of implications for managers in an emerging market that has recently adopted the notion of KMSs. This study also reflects the viewpoints and perceptions of key managers in a strongly evolving knowledge-intensive industry that has an increasing impact on the GDP of an entire nation throughout the past two decades.

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Article
Publication date: 22 October 2018

John Lindgren, Stephen Emmitt and Kristian Widén

The purpose of this paper is to study knowledge integration (KI) when diffusing a systemic innovation. The objectives are to understand what mechanisms are used and when and what…

2694

Abstract

Purpose

The purpose of this paper is to study knowledge integration (KI) when diffusing a systemic innovation. The objectives are to understand what mechanisms are used and when and what their effects are in terms of knowledge development.

Design/methodology/approach

The method comprised a longitudinal case study which followed a firm’s attempts to develop and diffuse a timber multi-storey building system (the systemic innovation) over a number of projects.

Findings

The findings emphasize actual projects as the most crucial activity for KI and when and why soft personalization mechanisms and codified knowledge should be mixed. Furthermore, it shows how different types of knowledge are built-up including construction process effects over a series of projects.

Research limitations/implications

The research contributes with knowledge about mechanisms for the diffusion of a specific systemic innovation type and provides input regarding mechanisms to use. The introduction of the concepts “domain-specific,” “procedural” and “general knowledge” into construction has increased understanding of innovation diffusion and knowledge flows and where and how they are integrated.

Practical implications

The research shows how knowledge develops and through which mechanisms, and where problems occur. Construction organizations can learn from this to avoid mistakes and potentially better understand how to manage knowledge to diffuse a systemic innovation.

Originality/value

The research provides insight into systemic innovation diffusion over a series of projects and focuses on both projects and the construction process.

Details

Engineering, Construction and Architectural Management, vol. 25 no. 11
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 1 June 2003

K. Ruikar, C.J. Anumba and P.M. Carrillo

2826

Abstract

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Article
Publication date: 31 January 2024

Chau Ngoc Dang, Warit Wipulanusat, Peem Nuaklong and Boonsap Witchayangkoon

This study aims to explore the relationships between knowledge management (KM) enablers, employee innovativeness (EI) and market development performance (MDP) in architecture…

52

Abstract

Purpose

This study aims to explore the relationships between knowledge management (KM) enablers, employee innovativeness (EI) and market development performance (MDP) in architecture, engineering and construction (A/E/C) firms.

Design/methodology/approach

A questionnaire survey is conducted to collect empirical data from A/E/C practitioners in Vietnam. First, factor analysis is used to identify KM enablers in A/E/C firms. Then, a framework which shows the links between KM enablers, EI and MDP is proposed. Structural equation modeling (SEM) is used to examine the proposed relationships.

Findings

This study identifies five constructs which can enable A/E/C firms to achieve effective KM implementation, including mutual trust and collaboration, organizational values and norms, information and communication systems, organizational policies and empowerment. Furthermore, the SEM results show that except for organizational policies, four remaining KM enablers significantly affect EI. It is also found that EI has a significant impact on MDP.

Practical implications

The findings could help A/E/C firms to know which KM enablers are critical to EI and provide a better understanding of the link between EI and MDP. Hence, they could make appropriate investments in KM practices to improve both EI and MDP.

Originality/value

The results of this study fill the gap in knowledge by empirically structuring the relationships between KM enablers, EI and MDP. Such results may provide A/E/C firms with useful information to enhance EI and MDP in today’s intensively competitive construction environments.

Details

Construction Innovation , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1471-4175

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Article
Publication date: 1 November 2006

H.S. Robinson, C.J. Anumba, P.M. Carrillo and A.M. Al‐Ghassani

The paper seeks to focus on the role of knowledge management in promoting corporate sustainability in the construction industry context. It proposes a maturity roadmap – STEPS to…

7395

Abstract

Purpose

The paper seeks to focus on the role of knowledge management in promoting corporate sustainability in the construction industry context. It proposes a maturity roadmap – STEPS to facilitate the implementation of a knowledge management strategy.

Design/methodology/approach

Two research methods were used. The first consisted of a postal questionnaire sent to the top 170 UK construction firms consisting of engineering design and construction contractor firms. The organisations were selected because they were considered the most influential organisations in the UK construction sector. The second research method involved 28 case study interviews with eight construction firms to investigate their approach to knowledge management and performance improvement. The results of the questionnaire survey and the case studies were used to develop the STEPS maturity roadmap.

Findings

The paper found that knowledge management is inextricably linked to corporate sustainability, but a methodical approach is required for successful knowledge management implementation. With this in mind, the STEPS maturity roadmap was developed to provide a structured approach to implementing and benchmarking knowledge management efforts.

Practical implications

This will allow companies to understand where they fall within the STEPS maturity roadmap and to devise a strategy to be developed to attain higher levels of knowledge management maturity.

Originality/value

This paper provides a mechanism for organisations to benchmark their knowledge management activities and to develop a knowledge management strategy that would improve their activities.

Details

Business Process Management Journal, vol. 12 no. 6
Type: Research Article
ISSN: 1463-7154

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