Purpose This paper aims to discuss the mediating effects of innovation on the relationship between knowledge management and firm competitiveness. Design/methodology/approach A self-administered questionnaire was used to collect data from small construction firms in the Eastern Region of Peninsular Malaysia. Out of the 190 construction firms surveyed, 153 (80.5%) respondents returned their completed questionnaire. These were used for data analysis. The data were then analyzed using the covariance-based structural equation modeling (SEM). Findings Knowledge management had a direct and significant positive effect on firm competitiveness. Nonetheless, the effect of knowledge management on firm competitiveness was mediated by innovation. This indicates that knowledge management should be supported by technical and administrative innovations in the firm. Research limitations/implications The data collected were from a limited sample of construction firms. In addition, conducting a study on a region of Malaysia may limit the generalizability of the model. Practical implications While knowledge management is crucial for a firm’s competitiveness, technical and administrative innovations must be concurrently improved for a stronger firm competitiveness. This is especially true in terms of financial strength and core competence. Originality/value This paper provides some empirical evidence that technical and administrative innovations fully mediated the relationship between knowledge management and firm competitiveness. The results consolidate the resource-based view on the importance of internal resource and capability of the firm and improve KM research area. It also strengthens the view that KM is a critical factor for firm competitiveness, but a good KM without strong innovation will not increase the competitiveness of small construction firms.

Increasing trend in property transactions can be used as an indicator of economic sustainability of an area. This paper analyses the transaction volumes and prices of pre-war shophouses in four historical areas in Malaysia in order to ascertain the state of economic sustainability of the heritage property markets. Secondary data for 2004 until 2017 were obtained from governmental sources and descriptive statistical analysis was undertaken. The results show evidence of increasing trend in the price per square foot for the shophouses in all the areas suggesting that there is economic sustainability of the heritage property markets in Malaysia.

Real estate is complex in nature, whereby its value is determined by many characteristics. Heritage property is different as compared with non-heritage property, thus; it is essential to identify the heritage property value determinants due to limited published research about it. This paper closes the gap by reviewing the literature to identify the determinants. To achieve this, academic journals and conference papers in online databases from 1974 to 2017 have been reviewed. The results indicated that there are four groups of heritage property value determinants namely; i) transaction characteristics, ii) structural characteristics, iii) spatial characteristics, and iv) historical characteristics. It can be concluded that heritage property values are differentiated by historical characteristics notably on their architectural styles or design and the status of the heritage property itself. This finding should be a useful guidance for the valuers in valuation practice.

-The aim of this study is to identify the key competitiveness indicators (KCIs) for new small-medium housing development firms within the starting period of the operation. Through mean analysis of surveys from 49 top level management of small-medium housing development firms in the East Coast Region of Peninsular Malaysia, this study identified and ranked 13 indicators which are a combination of financial and non-financial KCIs for the new small-medium sized housing developers. The finding shows that the highest rank is an indicator of the relationship with the local authority/ government/ planning department/ banks/ customers, followed by indicators of entrepreneurial values, strategic partners, increase of sales, cash flow, expansion of finance channels and cash liquidity, scientific and rational use of capital budgeting and planning capabilities, profitability, investment analysis and orientation in the project feasibility stage, conducting sensitive risk prediction, assessment and response capacity, housing policy information and information channels, diverse range of capital, and lastly land reserves. The firms essentially identify and understand their KCIs in order to survive for the long-term whereby the successful survival of these firms may improve the healthy development of the industry. Lastly, this empirical finding can recommend to the top level management of smallmedium firms that to fully utilize their internal and external firm resources in order to achieve and gain more competitive advantages.