Factors inducing knowledge creation: empirical evidence from Thai construction projects

Abstract

PurposeThis research is aimed at examining the relationships between knowledge factors and the knowledge creation process in construction projects, paying particular attention to on‐site work.Design/methodology/approachThe design of this research is cross‐sectional and uses a blended methodological approach of both quantitative and qualitative methods. The research model includes the following variables; six knowledge factors: vision of leadership, trust, collaboration, incentives, information technology (IT) support, and individual competencies; and four knowledge creation processes: socialization, externalization, combination, and internalization. Survey data from 70 construction projects in Thai construction firms, obtained by means of a questionnaire developed by the researcher, were collated and analyzed. As a means of testing the model, regression analysis techniques were used to analyze the data.FindingsConsistent with previous empirical evidence, three knowledge factors affected the knowledge creation process: incentives, IT, and individual competencies. It was noted that these factors overlay the knowledge creation process at all execution stages of on‐site construction.Originality/valueThis research is expected to contribute to a better understanding of important knowledge factors and knowledge management research in Thai construction that is still at an infancy stage. In order to build a knowledge creative culture, construction project executives need to support and maximize the value of human assets (individual competencies). Furthermore, facilitating IT‐supported knowledge management in construction projects needs to be considered and emphasized needs to be placed on productive work and gain a competitive advantage.

Knowledge Management Enablers, Knowledge Creation Process and Innovation Performance: An Empirical Study in Tunisian Information and Communication Technologies Sector

“…These elements have a significant effect on creation of both explicit and tacit knowledge. Such motivational drivers encourage employees to share what they know and to create new knowledge as Charoenngam and Teerajetgul (2006) and Gururajan and Hafeez-Baig (2012) suggested.…”

“…The study of Gururajan and Hafeez-Baig (2012) indicates that these factors are significant determinants of knowledge management enablers among Indian companies. Charoenngam and Teerajetgul (2006) suggested also that incentives are significant predictors of KCP.…”

“…It stimulates knowledge sharing and contributions to knowledge repositories (Bartol and Srivastava, 2002) and enhances trust among organization"s members (Davenport and Hall, 2002). It also improves work productivity (Charoenngam and Teerajetgul, 2006). Organizational incentives and rewards systems encourage employees to share the best practices and ideas (Davenport and Hall, 2002).…”

“…Transformational leadership was operationnalized by 7 items developed by Carless et al (2000). Incentives and rewards were measured through 4 items validated by Charoenngam and Teerajetgul (2006). We employed also Nonaka et al"s (2000) scale (19 items) to measure KCP.…”

“…The same idea was advanced by Nejatian et al (2013). Migdadi (2005) and Charoenngam and Teerajetgul (2006) added leadership and incentives to this list of enablers of Knowledge management.…”