Knowledge systems and value creation

Abstract

PurposeThe paper aims to explore the role of knowledge management systems (KMS) in promoting value creation in the construction sector.Design/methodology/approachAn action research methodology using a multiple case study approach, which includes participant observation and semi‐structured interviews.FindingsThe findings indicate that KMS promote value creation when they embed and nurture the social conditions that bind and bond team members together. Also, to be effective KMS should be incorporated within a change management programme that promotes a “participatory” type of culture while taking into account the team‐based structure and discipline‐oriented nature of the construction industry. Therefore, much more consideration should be given to organisational change issues prior to deployment of KMS.Research limitations/implicationsThe study is limited to organisations from the construction industry, but can be generalised to organisations from other sectors that exhibit similar characteristics.Practical implicationsThe findings can be used to guide management teams in deploying KMS to foster value creation as part of a wider change management programme.Originality/valueWhile related research tends to adopt an objectivist or subjectivist approach to knowledge management (KM), the present research argues that a third approach is required where issues related to technology, culture, and organisation must be blended successfully to address complex organisational barriers to effective KM leading to value creation.