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dc.contributor.authorSuresh, Subashini
dc.contributor.authorOlayinka, Raymond
dc.contributor.authorChinyio, Ezekiel
dc.contributor.authorRenukappa, Suresh
dc.date.accessioned2017-06-27T08:58:19Z
dc.date.available2017-06-27T08:58:19Z
dc.date.issued2017-02-28
dc.identifier.citationSuresh, S., Olayinka, R., Chinyio, E., Renukappa, S. (2017) 'Impact of knowledge management on construction projects', Proceedings of the Institution of Civil Engineers - Management, Procurement and Law, 170 (1) p. 27-43
dc.identifier.issn1751-4304
dc.identifier.doi10.1680/jmapl.15.00057
dc.identifier.urihttp://hdl.handle.net/2436/620537
dc.description.abstractThe implementation of knowledge management strategies on construction projects can accrue benefits such as improved performance and continuous improvement. However, many projects are still not utilising knowledge management fully and are thus plagued with inefficiencies, repetition of mistakes and lack of lessons learnt. Poor skills, design changes, errors and omissions contribute to the internal failure cost element of the overall cost of poor quality on construction projects. This study aimed to investigate the extent of the impact that knowledge management has in reducing the cost of poor quality and used a mixed-methods approach. In-depth interviews were conducted with 25 construction industry experts on knowledge management across the UK, followed up by a questionnaire survey of 114 respondents. The data obtained were analysed using thematic analysis and descriptive statistics. It was found that knowledge management had a positive impact in reducing the cost of poor quality, in particular in the area of knowledge transfer through apprenticeships and mentoring. This implies the importance of managing the tacit knowledge of employees through ‘socialisation’ initiatives. This study contributes to the existing body of knowledge by providing a knowledge management framework for reducing the cost of poor quality on construction projects.
dc.language.isoen
dc.publisherICE - Institution of Civil Engineers
dc.relation.urlhttp://www.icevirtuallibrary.com/doi/10.1680/jmapl.15.00057
dc.subjectknowledge management
dc.subjectproject management
dc.subjectmanagement
dc.subjectquality control
dc.titleImpact of Knowledge Management On Construction Projects
dc.typeJournal article
dc.identifier.journalProceedings of the Institution of Civil Engineers - Management, Procurement and Law
dc.contributor.institutionFaculty of Science and Engineering, University of Wolverhampton, Wolverhampton, UK
dc.contributor.institutionMott MacDonald, London, UK
dc.contributor.institutionFaculty of Science and Engineering, University of Wolverhampton, Wolverhampton, UK
dc.contributor.institutionFaculty of Science and Engineering, University of Wolverhampton, Wolverhampton, UK
dc.date.accepted2016-10-31
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUoW270617SS
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0
rioxxterms.licenseref.startdate2018-02-01
dc.source.volume170
dc.source.issue1
dc.source.beginpage27
dc.source.endpage43
refterms.dateFCD2018-10-19T09:26:31Z
refterms.versionFCDAM
refterms.dateFOA2018-02-01T00:00:00Z
html.description.abstractThe implementation of knowledge management strategies on construction projects can accrue benefits such as improved performance and continuous improvement. However, many projects are still not utilising knowledge management fully and are thus plagued with inefficiencies, repetition of mistakes and lack of lessons learnt. Poor skills, design changes, errors and omissions contribute to the internal failure cost element of the overall cost of poor quality on construction projects. This study aimed to investigate the extent of the impact that knowledge management has in reducing the cost of poor quality and used a mixed-methods approach. In-depth interviews were conducted with 25 construction industry experts on knowledge management across the UK, followed up by a questionnaire survey of 114 respondents. The data obtained were analysed using thematic analysis and descriptive statistics. It was found that knowledge management had a positive impact in reducing the cost of poor quality, in particular in the area of knowledge transfer through apprenticeships and mentoring. This implies the importance of managing the tacit knowledge of employees through ‘socialisation’ initiatives. This study contributes to the existing body of knowledge by providing a knowledge management framework for reducing the cost of poor quality on construction projects.


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