Wasan Teerajetgul and Chotchai Chareonngam
Tacit knowledge, which is developed through experience, is used by Thai construction managers to perform their tasks and deliver project performance. The purpose of this paper is…
Abstract
Purpose
Tacit knowledge, which is developed through experience, is used by Thai construction managers to perform their tasks and deliver project performance. The purpose of this paper is to explore and describe the utilization of tacit knowledge in executing construction projects.
Design/methodology/approach
The study is qualitative in nature and carried out through a case study approach. Empirical evidence was collected from three construction companies, each handling projects of a diverse nature of project characteristics and knowledge management styles.
Findings
The main findings particularly arise from the following four factors that were observed from on‐site observations of work practice and interviews: flexible and adaptable thinking due to dynamic products and processes in the construction project; problem‐solving and heuristics that facilitate a novelistic, re‐combination of knowledge; knowledge networks amongst individuals that support and transfer non‐codified knowledge; and management conditions conducive to knowledge creation. These four factors are inherently embedded in Thai construction management practices for creativity and competitiveness.
Originality/value
The study is an examination of the contributions actually made by each aspect of a knowledge‐management oriented project, and identification of the lessons learned therein and new improved practices. These are thereafter captured and incorporated into the next learning cycle in order to facilitate a steady evolution for best practices.
Details
Keywords
Wasan Teerajetgul and Chotchai Charoenngam
This research is aimed at examining the relationships between knowledge factors and the knowledge creation process in construction projects, paying particular attention to on‐site…
Abstract
Purpose
This research is aimed at examining the relationships between knowledge factors and the knowledge creation process in construction projects, paying particular attention to on‐site work.
Design/methodology/approach
The design of this research is cross‐sectional and uses a blended methodological approach of both quantitative and qualitative methods. The research model includes the following variables; six knowledge factors: vision of leadership, trust, collaboration, incentives, information technology (IT) support, and individual competencies; and four knowledge creation processes: socialization, externalization, combination, and internalization. Survey data from 70 construction projects in Thai construction firms, obtained by means of a questionnaire developed by the researcher, were collated and analyzed. As a means of testing the model, regression analysis techniques were used to analyze the data.
Findings
Consistent with previous empirical evidence, three knowledge factors affected the knowledge creation process: incentives, IT, and individual competencies. It was noted that these factors overlay the knowledge creation process at all execution stages of on‐site construction.
Originality/value
This research is expected to contribute to a better understanding of important knowledge factors and knowledge management research in Thai construction that is still at an infancy stage. In order to build a knowledge creative culture, construction project executives need to support and maximize the value of human assets (individual competencies). Furthermore, facilitating IT‐supported knowledge management in construction projects needs to be considered and emphasized needs to be placed on productive work and gain a competitive advantage.