BUSINESS STRATEGY DEVELOPMENT MODEL FOR APPLYING KNOWLEDGE MANAGEMENT IN CONSTRUCTION

Educators all over the world are facing the challenges brought by education reform. Schools need to become more aware how Knowledge Management (KM) can help them be more effective in leveraging organizational knowledge to improve organizational effectiveness to face the increasing requirements for school improvement. Although KM has been regarded as the advanced management strategy in the business world for leveraging their intellectual assets, few studies have been conducted in the school setting. The present study will shed light on how to implement KM in a school setting through the leadership provided by the principal. This study can be a model for those educators who would like to implement KM in their schools.
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\nAlthough KM researchers have identified that leadership is a critical factor in KM implementation, few studies have explored the actual impact of leadership in the process of KM implementation. Moreover, the literature review shows that leadership by the principal is the essential element for school success in KM. This study shows that a principal’s leadership-driven approach is necessary for KM implementation and explores its impact on the process of KM implementation for school improvement.
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\nThe study uses insider action research to explore how the principal’s leadership can be incorporated into KM in a school environment and evaluate the effectiveness of this Leadership-Driven KM Implementation in a school setting, so that this study can offer practical advice and guidance to the principals who would like to try KM in their practice.
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\nIn this study, KM was implemented in a school by starting with two basic approaches: Information-Based and People-/Interaction Based Approaches. The Principal’s Knowledge Leadership was integrated with the two approaches to strengthen the implementation of the KM strategies. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. Under the strong leadership of the principal, both the Information-Based and People-/Interaction Based Approaches have been implemented with achievements in sharing information/knowledge and nurturing a sharing culture and trust. The principal assessed teacher’ readiness, implemented Information-Based and People-/Interaction-Based approaches and strengthened knowledge leadership through the process. This study can serve as a model for implementing KM in schools.
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\nThis study shows that the principal’s leadership was the key driver for KM Implementation. The principal performed his leadership with clear direction and thoughtful procedures of implementing Information-Based and People-/Interaction-Based Approaches, thoughtful allocation of the school resources, and shaping learning for staff. As a result, the school developed a Knowledge Base and a Digital Archive as knowledge repositories and Lesson Study and Communities of Practice as platforms for knowledge sharing. The
\nSchool’s achievements in KM implementation were recognized through improvement in students’ testing achievements, appreciation by KM practitioners, and recognition and awards from government examiners and experts. This study recommends that Leadership-Driven Knowledge Management is of value in the implementation of KM in schools to help schools become learning organizations so they can better face the challenges brought by waves of education reform and societal change.

India has witnessed a surge in knowledge management (KM) practices over the past decade but these practices vary from business to business. Recording these practices is important as it provides multiple benefits to the business and inputs for the KM implementation process. Developing a scale to measure KM is relevant both for service and manufacturing sector. A literature review was done to conduct an in-depth analysis of the existing scales followed by instrument development and data collection from 320 employees from eight listed enterprises. Confirmatory factor analysis (CFA) has been used for validating the scale. The first outcome of the study is the standardised scale which can be used to record KM practices in both manufacturing and service sector. The second is the identification of important KM practices in business - knowledge acquisition, documentation, creation, transfer and knowledge application.

Knowledge management (KM) is the process of leveraging organizational knowledge to deliver long‐term advantage to a business and is based on a business strategy that involves engineering various knowledge‐centric business processes and developing organization structures to support these. These, in turn, require technology to capture, codify, store, disseminate and reuse the knowledge. Successful deployment of KM is not a simple process. This paper suggests that a major reason for the failure of many KM projects is the absence of a well‐defined strategic plan to guide implementation. This paper discusses the strategic planning needs of the KM deployment process, and develops a framework that could be used specifically by engineering firms to guide the KM implementation process.

Aim/Purpose: This study aims to investigate the relationship between the knowledge management (KM) process and the performance of construction companies. The ultimate goal is to promote better efficiency and competitive advantage in the construction industry by making the best use of knowledge. Background: While attention to KM is currently on the rise, as shown by the number of studies conducted, research on KM in the construction industry of Indonesia is still very rare. However, organizational learning as the implementation of KM provides an opportunity to improve the construction industry, and thus there is an urgency to conduct research on this topic. Methodology: This study lasted for three months and used the survey method, with 100 questionnaires distributed to contractors of grade 6 and 7 on the islands of Java and Borneo in Indonesia. A total of 54 returned questionnaires were deemed complete and eligible for further analysis. Data analysis was performed using the structural equation modeling method with partial least squares (SEM PLS). Contribution: This study helps to measure the relationship value of the KM process and company performance. Findings: The results of this study indicate that the process of KM has a significant and positive influence on company performance, and there is a positive interaction in the process of KM and company performance as well. Recommendations for Practitioners: Construction companies need to perceive that activities undertaken in a construction project should always be assumed to be a KM process in order to make strategic and effective decisions that can result in improvements to customers, finance, internal business, learning, and growth. Recommendation for Researchers: Research on the KM process and information technology needs to be developed more, so that construction companies can apply this knowledge to explore problems and create solutions, resulting in methods to facilitate efficiency and effectiveness. Impact on Society: This paper helps to understand that KM activities provide initial benefits and guidance for companies that want to apply KM. Future Research: Innovative and new ideas to cultivate the KM process in the construction industry need to be explored and developed to improve the implementation.

Knowledge is the most important asset for an organization to create value and sustainable competitive advantage. This study deconstructs a knowledge management (KM) model for utilizing nursing knowledge assets in terms of KM processes and KM enablers. Knowledge management processes are the activities or initiatives an organization puts in place to enable and facilitate the creation, sharing and use of knowledge for organizational benefit. This study examines, analyzes and prioritizes the KM enablers to facilitate knowledge processes and foster the successful development of organizational knowledge. In doing so, this study applies fuzzy quality function deployment (QFD) to deploy the necessary enabler items in detail for KM implementation. Based on the analytical results of fuzzy QFD (FQFD) for the case-study hospital, the priority order of the KM enablers is measurement, leadership, technology and culture. The results of FQFD also show that reinforcing KM enablers is necessary to promote elements in the KM process for the case hospital during KM program implementation.

Purpose The purpose of this paper is to identify the barriers of knowledge management (KM) implementation in Alborz Province industrial Parks Corporation and prioritize them using fuzzy analytical network process (FANP). Design/methodology/approach Through an in-depth review of the literature on KM and researcher findings from observations and interviews with experts, the main barriers of KM implementation, namely, organizational culture, organizational structure, human resource, technology and miscellaneous factors along with their related factors in the surveyed organization were identified. Then, based on the information gathered, an expert questionnaire was developed. Finally, the priority of each main barrier and their sub-factors were determined using FANP. Findings The results show that human resource and organizational culture factors with the weights of 0.66 and 0.22, respectively, have the highest ranking and therefore are the most important barriers. The technology factor with the weight of 0.00002 is the least important barrier in implementing KM in the surveyed corporation. Research limitations/implications One of the limitations of this study is the generalizability of the findings, which may be limited by the single case study method used. Originality/value There are fewer studies about KM barriers specifically with a focus on prioritizing them in organizations, especially in the context of Iran as a developing country. This study develops a comprehensive and solid mathematical technique to prioritize the identified barriers of KM implementation in the context of Iran.

Purpose The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

PurposeThe purpose of this article is to measure knowledge management (KM) implementation and determine KM strategy by assigning KM instruments into KM orientations.Design/methodology/approachInformation is collected from ten SMEs in Spain and ten in Austria taking part in a KM audit project.FindingsResults show that instruments can be used to diagnose KM strategy. Besides, some firm's characteristics as industry, national culture, size and age act as contingent factors. Personalisation strategy is predominant probably due to be more feasible in first KM stages.Research limitations/implicationsBesides the increase of cases, business strategy could be introduced to explore relationships with KM instruments and strategy.Practical implicationsThis study helps management to auto‐diagnosis its KM implementation and strategyOriginality/valueInstead of sophisticated measures, KM strategy is revealed considering knowledge instruments use.

Productivity and innovation are two components that are very important for the progress of a company. Business competition, rapidly changing situations and the increasingly short life cycle of a product require companies to be able to carry out exploration and exploitation in order to achieve high performance and at the same time maintain business continuity. Knowledge plays an important role in improving exploration and exploitation capabilities, so every company needs to pay special attention to how to manage knowledge so that it can be utilized optimally. Therefore, the role of knowledge management becomes very important. From the research of previous researchers, the implementation of knowledge management in various knowledge-intensive industries has been widely carried out. The heavy equipment industry, which has its own character and uniqueness, also requires a knowledge management model. This research is aimed at developing a conceptual model of knowledge management in the heavy equipment industry based on knowledge management models that have been introduced by previous researchers. It is hoped that the results of this research can help companies operating in the heavy equipment industry to implement knowledge management so that they can increase their innovation capabilities and productivity

PurposeThe purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.Design/methodology/approachGiven little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.FindingsThese were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.Research limitations/implicationsAlthough the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.Practical implicationsAs shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.Social implicationsThe implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.Originality/valueThe proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

This study aims to examine the influence of Knowledge Management (KM), Talent Management (TM), and Transformational Leadership (TL) on the performance of higher education institutions in Makassar, Indonesia, emphasizing the role of TL as a mediator between KM and TM and institutional performance. This quantitative study involved 325 lecturers from various universities in Makassar. Data were analyzed using Structural Equation Modeling (SEM) to assess the relationship between KM, TM, TL, and lecturer performance. The results showed that KM and TM have a significant positive influence on performance, both directly and through the mediation of TL. KM positively affects TL, and these two variables, along with TM, contribute significantly to performance improvement. However, the interaction between KM and TL did not show a significant moderating effect on performance, indicating that the direct influence of KM and TM is more dominant in this context. This study confirms the importance of the integration of KM and TM in improving the performance of higher education institutions and demonstrates the strategic role of TL in maximizing the effectiveness of these management strategies. The findings suggest that effective leadership can enhance the implementation of KM and TM, which overall improves organizational performance. The practical implications of this study are highly relevant for policy makers and university administrators in Makassar to develop and implement strategies that integrate effective KM and TM practices, directed by transformational leadership. Further research is recommended to use a longitudinal design to validate the findings and understand the dynamics of this relationship over time.

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

There is an exclusive chance for university libraries to contribute to the future reimagining of library services. In this regard, the job of KM might be extremely successful. As a result, university libraries may provide excellent user services by utilizing KM. This research is to explore the existing models of Knowledge Management (KM) and how the existing models of KM are implemented at university libraries, to recognize how KM is being implemented at university libraries as reported in earlier research, and the benefits of KM practices for creating service value for libraries. This research was performed following the “Preferred reporting items for systematic reviews and meta-analyses (PRISMA)” guidelines. The study found that a skilled workforce and expertise are required for effective KM implementation in university libraries. Outdated skills may serve as a starting point for KM in university libraries, but they are insufficient for providing service-based value. There is a need for Library and Information Science (LIS) professionals to develop additional competencies for KM practice in university libraries. Based on the findings and discussion, it can be concluded that all the authors have recognized the importance of KM in libraries. This finding would aid the university libraries and offer current KM knowledge to other libraries. Therefore, this research would be an excellent addition to the application of KM in university libraries.

Knowledge management (KM) is currently an important driver to develop dynamic capabilities for businesses, on behalf of competitiveness. Nonetheless, some critical success factors are hampering KM implementation, such as a lack of a KM strategy, cultural aspects, leadership, and technology. In this paper, we focused on the KM implementation within Small and Medium Enterprises (SMEs) by exploring Participatory Design potential to KM implementation in SMEs, by focusing on information technology as a critical success factor and exploring some organizational culture characteristics that can help in this context. To achieve this goal, we conducted an ethnographic study in the real environment of a consulting firm which is starting its own KM project. Our results show that Participatory Design might be recommended to SMEs’ KM implementation, by taking advantage of already available, but underused technological tools.

Knowledge management (KM) is the source for creating a sustainable competitive advantage, and it helps the organizations to retain, develop, organize and utilize their knowledge. Due to globalization, the organizations must maintain their knowledge assets to survive. Many organizations have realized the potential of KM and are applying it. Since the healthcare industry is growing significantly, it is continuously generating a wealth of knowledge. This knowledge can be recorded, communicated and used by many health care professionals with the help of KM. There is a wealth of research on KM in healthcare of developed countries, but very few studies regarding KM implementation can be found in developing countries i.e., Pakistan. Pakistan is now looking towards the implementation of KM; it is in its initial stages. The implementation of KM in the healthcare of Pakistan is affected by different barriers. In this study, the barriers will be identified and analyzed. An interrelationship between the barriers will be determined, and how the different barriers support each other (driving power), and how they influence each other (dependence power). The results of interpretive structural modeling (ISM) and MICMAC (Matrice d’Impacts croises-multipication appliqué an classment i.e., cross-impact matrix multiplication applied to classification) approach show that lack of support from top management, insufficient strategic planning and lack of support from organizational structure are the main barriers to KM adoption in the healthcare of Pakistan. This study provides a solution in determining the main barriers that need to be solved first, and to ensure effective implementation of KM in the healthcare of Pakistan.