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Recent technological developments have made a significant and positive impact on the ability and desire to manage knowledge. Therefore, the aim of this paper is to explore the usage of key knowledge management (KM) techniques and technologies for dealing with change initiatives in the Kingdom of Saudi Arabia (KSA) public sector organisations. A web-based, online questionnaire survey method was employed to collect data. The survey revealed that conventional, simple and cost-effective KM techniques and technologies such as telephone, internet, face-to-face meetings, WhatsApp, and formal education and training programs are extensively used, whereas modern KM techniques and technologies such as Viber, FaceTime, LinkdIn, informal networks and knowledge maps are less used. The paper concludes that to gain competitive advantage, it is necessary for KSA public sector decision-makers to recognise and use a blend of information and communication technology (ICT) and non-ICT-based KM techniques and technologies

The growing popularity of knowledge management (KM) in the construction industry has, unfortunately, not been matched by parallel empirical research in training and benefits of KM for construction industry in the Kingdom of Saudi Arabia (KSA). This paper discusses the KM related training strategies implemented in the Kingdom of Saudi Arabia construction industry. Given the relatively new and unexplored nature of the research problem, qualitative research method was adopted to collect and analyse data. Results are based on the analysis of data from 46 professionals from KSA construction organisations. This paper concludes that training interventions are a complex and context-embedded activity. The current study results suggests that for effective implementation of KM strategies, there is an urgent need for KSA construction industry to develop and deploy appropriate KM related management training programmes. Leadership plays an important role in breaking down barriers in achieving KM strategies. The practical implication of this research is that the KM should not only focus on the specific knowledge to be captured, shared, mapped and transferred between individuals but should also address strategic concerns at group and organisational levels.

The Kingdom of Saudi Arabia (KSA) construction sector is an important industry and contributes approximately 20% of the gross domestic product (GDP). However, uncertainty, complexity, sustainability and Saudi Arabia National Policy Plan 2030 are among the most important features of the current construction business environment in the KSA. Therefore, for the KSA construction organisations, the creation of economic value by addressing the above issues now increasingly poses real profound strategic challenges. This paper focuses on key knowledge management (KM) strategies that the KSA construction organisations implemented en route to organisational competitiveness. The findings are in the main, based on semi-structured interviews with 46 professionals from 30 construction organisations. The data analysis revealed that, the key initiatives implemented broadly under the umbrella of KM are knowledge sharing initiatives, knowledge capturing initiatives and knowledge mapping initiatives. The scarcity of knowledge and expertise is, and will continue to be, a huge challenge for many construction organisations in the KSA

The Kingdom of Saudi Arabia (KSA) construction sector is an important industry and contributes approximately 20% of the gross domestic product (GDP). However, uncertainty, complexity, sustainability and Saudi Arabia National Policy Plan 2030 are among the most important features of the current construction business environment in the KSA. Therefore, for the KSA construction organisations, the creation of economic value by addressing the above issues now increasingly poses real profound strategic challenges. This paper focuses on key knowledge management (KM) strategies that the KSA construction organisations implemented en route to organisational competitiveness. The findings are in the main, based on semi-structured interviews with 46 professionals from 30 construction organisations. The data analysis revealed that, the key initiatives implemented broadly under the umbrella of KM are knowledge sharing initiatives, knowledge capturing initiatives and knowledge mapping initiatives. The scarcity of knowledge and expertise is, and will continue to be, a huge challenge for many construction organisations in the KSA.