Empirical Study of Knowledge Management Enablers in Large Construction Organisations

Abstract

Knowledge management (KM) is a method of acquiring strategic knowledge to drive sustainable business benefits. However, empirical evidence regarding the direct and indirect relationships among essential knowledge management enablers (KMEs) is limited in the literature. This study focused on large construction organisations operating in Hong Kong and adopted a structural equation modelling (SEM) approach to identify and develop the structural cause-and-effect relationship among various KMEs. A mixed-methods research framework was used, combining evidence from a questionnaire-based survey study and a multiple case study. This research identifies organisational Leadership as the major driver of successful KM implementation. Other identified enablers include KM Strategies, Organisational Culture, Innovation, and Processes and Activities, all of which, in the local context, have emerged as critical KMEs. The paper findings provide a snapshot of cause-and-effect relationships among various KMEs, the strength of these relationships and practical suggestions for construction practitioners about designing and implementing appropriate policies to ensure successful KM implementation.