Knowledge transfer in shipbuilding projects: a study of facilitating mechanisms (original) (raw)
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Knowledge transfer is essential for an organization to be competitive and successful. However, as projects are temporary, knowledge is often bound to the individuals in projects rather than to the core organizations. The main research question for this article is: How can collaboration be used in order to transfer knowledge from one project to another within an organization or with other organizations within a project? To do this, a theoretical framework of recent literature concerning knowledge management and transfer is used, as well as a case study about an urban development organization working with a rather unique collaboration structure in order to maximize the knowledge transfer from and between different actors. Our method of research has been interviews with a divisional manager and two project managers at an urban development organization. Results from our case study indicate that in the planning phase, knowledge transfer includes collecting feedback and information as well as using a central knowledge platform. During the production phase, face-to-face communication is the most important form of knowledge transfer. After each project, evaluation is essential to collect the experience of collaboration and identify planning errors. Our findings also show that most knowledge transfer occurs at an informal level. The study concludes that several factors affect knowledge transfer in a construction organization. The most essential are the media in which knowledge is transferred and the way information is stored. Taking all factors into consideration, an organization with a decentralized structure and an open and broad-minded culture enables successful knowledge transfer.
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Industry generally is developing knowledge management strategies and companies have been found to be delivering significant results; improving decision making, increasing productivity and profitability. In the UK construction industry, key reports such as Latham and Egan, recommend increased collaboration, knowledge exchange, new networks and relationships, to increase the competitiveness and profitability of construction. They highlight the increasing value of knowledge in delivering competitive advantage. Knowledge management is vital in construction, especially with the dependence on project work and geographic disparate teams. If it is to be successful in this procurement environment, it will require far more than investment in software. This paper examines the core processes of knowledge management and key enablers. The focus will be on how a leading edge construction organisation is benefiting commercially from implementation of a knowledge management initiative.
Factors Affecting Knowledge Transfer in International Construction Joint Venture Projects
4th International Conference on Advances in Agricultural, Biological & Ecological Sciences (AABES-16) Dec. 1-2, 2016 London, 2016
Globalization has particularly strengthened over the last two decades. International Joint Ventures (IJVs) between multinational organisations in developed and developing countries are considered to be a successful strategy in order to benefit from international market opportunities in the globalised world. Knowledge Transfer (KT) is an important process where an organisation identifies and learns from specific knowledge which exists in another organisation or in its different parts. In the construction industry, globalization together with the information revolution and the improved knowledge-based economy has fundamentally altered the market. The main aim of this study is to identify key factors that affect and influence knowledge transfer processes in International Construction Joint Venture (ICJV) Projects. An organisation"s effectiveness in learning and transferring knowledge depends on a number of factors that facilitate an organisation"s capability to acquire and use knowledge. They include knowledge facilitators and knowledge transfer methods and mechanisms, as well as factors which influence a ICJV"s performance. Key enabling and inhibiting factors influencing knowledge transfer in ICJVs will be explored and described. As such, the foundation for a better understanding of how knowledge in ICJV projects is transferred and adopted is built. A conceptual framework based on the key concepts and the key enabling and inhibiting factors that influence knowledge transfer will be developed through future research.