Knowledge management in the construction industry: state of the art and trends in research

Castro, A. P. de; Piqueras, Víctor Yepes; Pellicer, Eugenio; Cuéllar, Adriana

doi:10.4067/s0718-915x2012000300006

Cited by 19 publications

(31 citation statements)

References 22 publications

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“…To make a cultural change in the industry, it must abandon some of the current culture features. The cultural movement toward an adhocracy-like culture would most likely increase the efficiency level of the Finnish construction industry (Cheung, Wong and Lam, 2012;Yepes, et al 2016;Monahan, Coates and Clarke-Hagan, 2014;Castro et al, 2012). Table 3 The The scores tend to increase from the perceived scores to the preferred ones.…”

Section: Figurementioning

confidence: 99%

“…Liu and Zhang 2003;Zhang and Liu 2006). The most forward-looking companies have already achieved success by departing from entrenched construction business models and practices (Cheung, Wong and Lam, 2012) as a continuously changing business environment requires fresh perspectives and innovativeness from today's construction (Nummelin, 2007;Yepes et al 2016;Monahan, Coates and Clarke-Hagan;Castro et al, 2012). This paper is a part of an on-going large research project in the Finnish construction industry, which aims to portray the mechanism of the interaction between OC and effectiveness.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Culture: Case of the Finnish Construction Industry

Teräväinen

Ali-Löytty

2018

CEB

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Academic literature has long recognized the correlation between a company’s organizational culture and its quality performance. The Finnish construction industry is still a highly human powered industry, and thus, organizational culture is seen to have a significant effect on an organization’s efficiency as well. The aim of this study is to examine and determine organizational cultural profiles of organizations in the Finnish construction industry as they are currently perceived and preferred by professionals themselves. In all, 121 professionals working in organizations in the Finnish construction industry were surveyed using the Organizational Culture Assessment Instrument (OCAI). The reliability of characteristics was tested by calculating Cronbach alpha reliability coefficients, and the found differences between the response characteristics were analysed in-depth with paired and independent t-test analyses. The findings show that, on average, construction industry organizations in Finland currently operate with a mixture of clan and hierarchy cultures. Thus, the current organizational culture stresses the point of view of internal focus and integration. However, the organizations desired to emphasize more flexibility and discretion toward individuals. The novelty value of this paper is presenting existing and preferred culture profiles in the Finnish construction industry. These found profiles have the potential to improve management of organizations, which results in better efficiency of the industry through better performance of organizations in the construction industry.

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Section: Figurementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Organizational Culture: Case of the Finnish Construction Industry

Teräväinen

Ali-Löytty

2018

CEB

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“…Business management in the construction sector comprises topics such as operational and strategic planning, financial management, total quality management, control, marketing, knowledge management, etc. (Castro et al 2012;Yepes et al 2012). This level involves different types of organizations, for instance, public agencies and developers (feasibility phase), consulting engineering and architectural firms (design phase), contractors and specialty subcontractors (construction phase), and maintenance contractors, service operators, and concessionaires (operation phase).…”

Section: Theoretical Modelmentioning

confidence: 99%

“…However, their education is still mainly focused on technical subjects: the "engineers' paradigm" as named by Pries and Janszen (1995). Hence, there is a growing demand from the industry to increase "soft" or managerial skills for construction professionals, especially from those having an undergraduate civil engineering degree (Berger 1996;Wilkinson and Scofield 2002;Chinowski 2002;Russell et al 2007;Yepes et al 2012); leadership and communications skills are the most required demands (Oberlender and Hughes 1987;Fondahl 1991;Harris 1992;Berger 1996;Walesh 1997;Russell et al 2007;Riley et al 2008;Hegazi et al 2013). Very often this has been pursued through graduate programs (M.Sc.…”

Section: Introductionmentioning

confidence: 99%

“…Some contributors (Atalah and Muchemedzi 2006;Salman et al 2011) have analyzed the procedure that a specific university followed in order to comply not only with the accreditation body, but also with the needs of each particular market. Previous work by the authors (Yepes et al 2012;Pellicer et al 2013) introduced a model (named MAC2), as well as a set of indicators, to compare and design programs in construction management aiming to meet market demands. Using a survey of the Spanish construction industry (CICCP 2008), as well as a set of 21 graduate M.Sc.…”

Section: Introductionmentioning

confidence: 99%

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Market Demands on Construction Management: View from Graduate Students

Pellicer

Piqueras

Ortega

et al. 2017

J. Prof. Issues Eng. Educ. Pract.

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The construction industry demands managerial skills for professionals working within it, especially from those having an undergraduate civil engineering degree, which is generally pursued through graduate programs (M.Sc. degrees) in the construction management field. This paper checks how graduate students' views are relevant in order to assess and improve these M.Sc. programs. The research is performed through a survey based on a sample of 534 graduate students from several American and European universities. Using confirmatory factor analysis with the survey data, it has been corroborated that the construction management field can be mapped according to two dimensions: the infrastructure life-cycle and the organizational breakdown. Furthermore, by means of an exploratory factor analysis, six components or approaches for a graduate program in the construction management field are highlighted as important by the respondents: leadership, built environment stakeholders, innovation and quality, economics, business management, and project management. The organizational point of view is clearly identified by the students: its four variables are highlighted as principal components. However, regarding the infrastructure life-cycle, certain important facets, such as feasibility

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