PurposeAn investigation of the importance of the knowledge of the key individuals in organisations, knowledge within organisations as well as customer capital and knowledge; and how these might impact on sustainable competitive advantage of small and medium sized enterprises. The key challenges for knowledge‐intensive SMEs are the identification, capture, storing, mapping, dissemination and creation of knowledge from different perspectives and for different purposes.Design/methodology/approachBased on a thorough review of literature and field study, this paper presents and discusses the benefits of knowledge management (KM) for sustainable competitiveness in SMEs in surveying practices. A field study was conducted, involving 12 professionals from eleven organisations, of which 2 of the 11 organisations were surveying practices.FindingsThe paper highlights the role of strategies, tools and techniques which might be of assistance. The paper concludes that managing knowledge assets in SME is not easy. It is an integrated and complex social process, which has culture, people, finance, technology and organisational structures at its core. The paper also notes that SMEs can benefit from effective KM practices for sustainable competitiveness.Research limitations/implicationsRecommendations are offered to surveying practices that are already involved with formal KM initiatives and those SMEs that aspire to do so.Originality/valueAn innovative study applying knowledge management principles to small and medium sized surveying practices.

PurposeIn December 2019, news broke out from the World Health Organisation (WHO), with the first outbreak of coronavirus disease 2019 (COVID-19) in Wuhan, China. On 11 March 2020, the WHO declared COVID-19 to officially be a pandemic. The UK was put under lockdown on the 23 March 2020 by the Prime Minister Boris Johnson, the lockdown introduced strict measures put into place including the restriction for unnecessary working from offices, and only leaving houses if it is deemed essential. Therefore, this paper focusses on the changes that the infrastructure sector has had to undertake in order to adhere to the COVID-19 lockdown rules while being productive.Design/methodology/approachGiven the new and unexplored nature of the research problem, a qualitative research methodology was adopted. In total, five semi-structured interviews from three infrastructure sector organisations were conducted to collect data, which was then analysed using thematic analysis for inference and conclusion.FindingsThe results indicate that the lockdown is proving to be difficult to manage projects as staff members are working from home. This leads to delays on a project activities as many staff members cannot physically go on site and conduct works. The managers are finding difficult to manage their teams. However, technological tools such as video chat and meetings via online platforms have proven to be most effective in communications with project teams. The Building Information Modelling Design has been useful as the 3D design models helps to visualise the project within team meetings in order to comply with the COVID-19 rules and follow social distancing guidelines while still carrying on works. However, induction to any new starter is proving to be difficult to manage with the pandemic and lockdown as it involves a drugs and alcohol test prior to commencing work of that project.Originality/valueThis paper provides a rich insight into the understanding and awareness of the impact of COVID-19 and the changes that the infrastructure sector has had to undertake in order to adhere to the lockdown rules while being productive. This study contributes towards informing policymakers on some lessons learnt from the management of the COVID-19 from an infrastructure sector perspective. Furthermore, 12 key implications are drawn for decision-makers within the infrastructure sector business to rethink and act to deal with the pandemic crisis.

The Internet of Things (IoT) is an interconnected network of objects which range from simple sensors to smartphones and tablets; it is a relatively novel paradigm that has been rapidly gaining ground in the scenario of modern wireless telecommunications with an expected growth of 25 to 50 billion of connected devices for 2020 Due to the recent rise of this paradigm, authors across the literature use inconsistent terms to address the devices present in the IoT, such as mobile device, smart device, mobile technologies or mobile smart device. Based on the existing literature, this paper chooses the term smart device as a starting point towards the development of an appropriate definition for the devices present in the IoT. This investigation aims at exploring the concept and main features of smart devices as well as their role in the IoT. This paper follows a systematic approach for reviewing compendium of literature to explore the current research in this field. It has been identified smart devices as the primary objects interconnected in the network of IoT, having an essential role in this paradigm. The developed concept for defining smart device is based on three main features, namely context-awareness, autonomy and device connectivity. Other features such as mobility and userinteraction were highly mentioned in the literature, but were not considered because of the nature of the IoT as a network mainly oriented to device-to-device connectivity whether they are mobile or not and whether they interact with people or not. What emerges from this paper is a concept which can be used to homogenise the terminology used on further research in the Field of digitalisation and smart technologies.

Purpose -The problem of climate change is one aspect of the broader problem of sustainability. Many businesses in most sectors now accept that they must address the issue of climate change in order to survive and grow in ever-changing entangled business economies. Due to mounting pressure from stakeholders, top executives of many organisations are now implementing various carbon emissions reduction strategies. However, the extent to which businesses embrace climate change and carbon management as an integral pillar of their business models remains unclear and poorly understood. This paper seeks to address these issues. Design/methodology/approach -The aim of this research is to investigate the key carbon emissions reduction initiatives currently being implemented in the UK industrial sectors so as to improve their competitiveness. In order to achieve this aim, a mixed research methodological approach was adopted to collect and analyse data. Four industry sectors were examined, specifically: energy and utilities, transportation, construction and not-for-profit organisations; with specific respect to their environmental, social and economic impact on the UK society. Findings -The level of implementation of carbon emissions reduction strategies within the UK industrial sectors is fairly "low" and varies significantly across the four sectors; with relatively high uptake in the energy and utilities sector, and low uptake in the construction sector. The level of implementation of change management initiatives to deal with carbon emissions reduction initiatives is also relatively "low". Practical implications -This study suggests that carbon emissions reduction strategies are in their infancy. Taken together, the impact of management commitment and leadership, climate change-related policies, structures, reward systems, training programmes and performance reporting are key factors in successful implementation of low carbon strategies. The paper concludes that there is a need for cross-sector collaboration to capture and share best and worst practices relating to low carbon strategies. Originality/value -The paper provides a richer insight into the understanding and awareness of low carbon strategies for competitive advantage.

Purpose COVID-19 was officially declared as a worldwide pandemic by the World Health Organisation on 11th March 2020, before the UK was put into lockdown on the 23rd March 2020. Organisations had to reconsider their policies and procedures to allow their businesses to continue. This paper aims to focus on the effects of COVID-19 that the UK construction sector has had to undertake to enable businesses while employees had to adhere to COVID-19 lockdown rules. In addition, how the sector can positively continue once normality has returned within the industry. In doing so, this paper understands the historical issues within the construction sector and has had an effect during COVID-19. Design/methodology/approach A qualitative research methodology approach was taken to help obtain live information. In total, 19 semi-structured interviews from 15 organisations related to the construction sector were conducted to collect data. This information was evaluated using thematic analysis to arrive at the results, inferences and recommendations to the sector. Findings This research has revealed that companies have had to adopt a three-stage process to overcome a new dimensional challenge of COVID-19. These include: 1. Making quick decisions during the first stage of the pandemic. 2. Producing new policies and procedures to restart businesses enabling staff to return to the workplace safely. 3. Implementing methods to future-proof organisations against any potential pandemics. To help organisations future-proof their business five C’s are recommended. Originality/value This paper provides a rich insight into the understanding and awareness of the effects of COVID-19 and the changes that the construction sector has had to undertake to adhere to the lockdown rules while remaining productive. This research contributes towards informing policymakers on some of the lessons learned during the management of the COVID-19 pandemic from a construction sector perspective.