Abstract
Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management in this capacity poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking those knowledge management practices of AEC firms that can guide and assist construction business executives in meeting these challenges. The proposed model incorporates benchmarking and knowledge management concepts with importance-performance analysis (IPA) maps. It is a simple visual tool that can provide powerful diagnostic information to executives of AEC firms by evaluating their firm's knowledge management practices, identifying their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and setting priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study is presented to illustrate the implementation and utility of the proposed model.
Highlights
There is increasing recognition that knowledge management is a key organizational capability for creating and sustaining competitive advantage in today’s construction business environment (e.g., Kululanga, McCaffer 2001; Egbu 2004; Carrillo, Chinowsky 2006; Pathirage et al 2007)
The research presented here proposes a benchmarking model to address these issues. It builds on concepts set forth by benchmarking and knowledge management models and importanceperformance analysis maps
The model proposed in this paper is a simple visual tool that can be used by construction business executives but is capable of presenting powerful diagnostic information on AEC firms’ knowledge management practices
Summary
There is increasing recognition that knowledge management is a key organizational capability for creating and sustaining competitive advantage in today’s construction business environment (e.g., Kululanga, McCaffer 2001; Egbu 2004; Carrillo, Chinowsky 2006; Pathirage et al 2007). Model development The knowledge management benchmarking model proposed in this paper builds on the concepts that have been set forth by knowledge management (e.g., Gold et al 2001; Lee, Choi 2003) and on importance-performance analysis maps (Martilla, James 1977) It involves a fourstep procedure for benchmarking the knowledge management practices of construction firms. This zone includes knowledge management practice(s) that are of high importance and where the case firm performs higher than the industry average. The key informants who participated in the application of the proposed model were top executives at construction firms such as presidents, vice presidents or chief executive officers These individuals were considered to be the most knowledgeable persons regarding their firm’s knowledge management practice ratings and the importance of each knowledge management practice.
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
