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Apr 26, 2012
Knowledge Management Strategies: Learning from Other Sectors
Authors: Patricia Carrillo, Herbert Robinson, and Francis HartmanAuthor Affiliations
Publication: Construction Research Congress: Wind of Change: Integration and Innovation
Abstract
Knowledge Management is of strategic importance to organisations wishing to remain competitive. Construction organisations rely extensively on their knowledge assets, expertise and human capital to undertake construction projects. This paper adopts a case study methodology in order to provide comparisons between the KM strategies adopted by UK construction companies and Canadian oil and gas companies. Detailed interviews were held with senior officials in both the UK construction organisations and the Canadian oil and gas organisations. The paper focuses on how KM strategies are developed, the processes and resources utilised. The paper finds that there is little difference between the UK and Canadian approaches. Some organisations are very much aware of the different interpretations of knowledge management whilst some do not use the terminology `knowledge management'. The paper also finds a strong reliance on IT-centred solutions with less regard given to the dissemination of tacit knowledge through non-IT mechanisms.
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© 2003 American Society of Civil Engineers.
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Published online: Apr 26, 2012
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Patricia Carrillo
Department of Civil & Building Engineering, Loughborough University, Leics. LE11 3TU, UK
Herbert Robinson
Department of Civil & Building Engineering, Loughborough University, Leics. LE11 3TU, UK
Francis Hartman
Department of Civil Engineering, University of Calgary, Alberta, Canada, T2N 1N4
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