Abstract
Purpose: The purpose of this paper is to present different issues facing the problem of knowledge retention by construction sector companies in the UAE. Methodology: Existing framework in the area of knowledge retention has been used to assess three large construction consultancies in the UAE. The case study methodology used in this paper highlights some key issues in the area of knowledge retention in the UAE. Findings: Based on the analysis of the knowledge retention system the major drivers for its successful implementation are prevalence of a culture of sharing knowledge, reward and recognition for sharing knowledge, a technology platform that can accommodate multi formats of files, awareness of knowledge retention system and its benefits among its employees, and top management support. Research Limitations: The paper presents three case studies and draws conclusions about the UAE construction sector. Although the three companies are large companies, there are several Small and Medium sized Enterprise (SME) operating in the construction sector in the UAE. Future researchers need to look at these SMEs. Originality / Value: Through the three case studies, several issues related to the implementation of robust knowledge retention practices have been identified and highlighted for the UAE construction sector.
Highlights
Knowledge has become widely recognised and accepted as a valuable organisational resource in the business community
Companies are facing an environment characterized by levels of complexity, globalisation and dynamism
The Knowledge Management (KM) process has been perceived as the combination of a series of activities for identifying, capturing, sharing and using knowledge
Summary
Knowledge has become widely recognised and accepted as a valuable organisational resource in the business community. This paper presents three case studies of construction consultancies in the UAE, which throw light on practices that can potentially help retain some knowledge in the organisation. The paper discusses three case studies from construction consultancies in the UAE. Alavi and Leidner (2001) defined knowledge management (KM) as the systematic process of acquiring, organising, and communicating (knowledge sharing) knowledge (both tacit and explicit) of organisational members so that others may make use of it to be more effective and productive. Egbu (2006) define it as a process that creates, shares, distributes and uses the knowledge in the organisation. One of the major challenges for organisations is to manage knowledge assets for the purpose of gaining competitive advantage in every sector of industry including the construction sector (Fong and Choi, 2009). KM strategies can avoid additional effort, reduce the time spent and save money
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