ASSESSING KNOWLEDGE MANAGEMENT PROCESSES IN NIGERIA CONSTRUCTION INDUSTRY
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ASSESSING KNOWLEDGE MANAGEMENT PROCESSES IN NIGERIA CONSTRUCTION INDUSTRY
Chapter one
INTRODUCTION
Background to the Study
Anumbaet al. (2005) describe the construction sector as knowledge-based. To thrive in an information economy, the construction industry must address its workers’ skill level, innovation, and knowledge culture (Anumba et al., 2005).
The development industry is divided into two sections: traditional and informal. The notion of the business in the appropriate segment consists of specific talented individuals, such as architects, builders, quantity surveyors, estate surveyors, and engineers.
These specialists work together to improve development business practices. The informal portion is made up of great artists. Both segments collaborate to improve the business;
as a result, information is created, exchanged, and overseen within the organisation, with development professionals in charge of these procedures (Okeet al., 2013).
In today’s construction sector, practitioners must immediately integrate ideas from specialists to solve problems and achieve faster outcomes (Anumba et al., 2005). According to Boondao (2013), knowledge management has played an important role in enhancing how businesses carry out their tasks, particularly in terms of the desired or intended outcome.
Knowledge management is the process of making the appropriate knowledge available to those who require it at the moment (Okeet al, 2013). Organisational performance can be improved through knowledge management by raising the quality of work done to obtain greater performance.
(Jasimuddin. 2012).According to Meng (2011), project performance is determined by three factors: time, money, and quality.A successful project is one that is completed within the specified time frame, with the required quality, and does not exceed the cost of execution.
Marques and Garrigo-simon (2006) conducted research on 222 Spanish enterprises in the biotechnology and telecommunications industries to identify behaviours that positively impact firm performance. It has been observed that firms that implement knowledge management methods outperform their competition.
However, knowledge management continues to be misunderstood by professionals and misused by management consultants (Sheehan et al., 2005). Reasons could include the fact that knowledge management has existed older than the term itself.
Town meetings, workshops, and seminars are viewed as supportive to knowledge management practice. The most significant tools and methods for knowledge transfer are the individuals themselves.
At the moment, knowledge management has proven to be more valuable than the long-standing physical or tangible asset most prized by businesses (Dalkir, 2005).
According to Rabiu (2009), knowledge management is viewed as a subset of human resource management (HRM) practice, though it is gradually emerging as a distinct practice in managing organisational functionality related to learning, training, organisation design, and organisational effectiveness.
According to Dalkir (2005), critics argue that knowledge management is not and cannot be considered a distinct discipline with a distinctive subject. This argument can be expressed as “KM” (knowledge management) is simply “IM” (Information Management) or “KM” is just a good
Business practices. According to the Association for Information and Image Management (AIIM, 2015), information management (IM) is defined as the collection and management of information from one or more providers, as well as its distribution to one or more persons. Sometimes it involves persons who are interested in or have a right to that information.
Dalkir (2005) defines successful knowledge management as capturing and storing knowledge perspectives, as well as valuing intellectual assets.
Botha (2004) defines knowledge management as the systematic administration of vital knowledge, as well as the associated processes of creation, collection, organising, distribution, use, and exploitation.
According to Dalkir (2005), one of the most important aspects of knowledge management is that it works with both knowledge and information. Another advantage of knowledge management over information management is its capacity to address knowledge in all forms, particularly tacit and explicit knowledge.
Dalkir (2005) defined a knowledge-age organisation as one that learns, remembers, and performs using the best available information, knowledge, and know-how. The advent of the knowledge era as a crucial component of the global economy has resulted in a significant shift in the way enterprises are conducted.
According to Egbu (2005), in a knowledge economy, several types of knowledge are obvious. Knowledge such as know-what, know-why, know-how, and know-who constitute proof.
The construction sector is having considerable trouble implementing knowledge-based economic concepts. According to Anumbaet al. (2005), this could be as a result of the construction industry and enterprises having to deal with increased rivalry, the construction market becoming more worldwide, and the method in which requests are made by clients and customers.
and in society. To achieve greater success, the industry must have an efficient, motivated, and skilled workforce.
1.2 Statement of the Research Problem
According to Egbuet al. (2005), the current construction markets have resulted in increased client demands and client involvement. The complexity of projects, as well as the increasing collaboration between clients and contract administrators, have resulted in the construction industry becoming more knowledge-intensive.
Professional expertise is relied on in an information-intensive industry. According to Anumbaet al. (2005) and Boondao (2013), several construction businesses have implemented knowledge management practices that have improved their effectiveness and efficiency.
However, these techniques are not explicitly associated with knowledge management and are instead viewed as acceptable business practices (Ferguson et al., 2008; Quintas, 2005). As a result of construction professionals’ failure to practise knowledge management, knowledge is lost during the project’s development stages.
Knowledge that was expected to be built on previous knowledge obtained in order to eliminate costly redundancies and prevent repeating the same mistake has not been adequately utilised, forcing construction companies to recreate the wheel (Kasimuet al., 2013; Dalkir, 2005).
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