Effectiveness of Transfer and Sharing Tacit Knowledge: In Context of Lean and Agile Construction Process
5. Conclusion
The results from this study are of course subject to a number of limitations. Firstly, this study integrates three different disciplines of Lean, Agile and Construction Supply Chain. Secondly, the recruitment of respondents is limited to the tier (2) of the CSC with further restriction to recruit respondents with experience and understanding of Lean, Agile, KM a CSC. Therefore, having that limitation forces this study to employ Likert scale design of the questionnaire to produce ordinal scale of data and consequently, to run non-parametric analysis. The analysis investigates the hypothesis through Kruskal-Wallis H Test that provides asymptotic significance to understand the significance of findings that establish if the number of response increases will remain constant.
Notwithstanding its limitations, the study obtained findings those extant knowledge transfer and sharing theories. This identifies the source of knowledge is the foremost CSF that is essentially required to identifying the type of knowledge to Transfer and Share. Furthermore, this calls for identification of the knowledge recipient in Lean Processes. However, in Agile Processes, the foremost CSF is determined to identifying the knowledge recipient. This further requires identifying the process improvement opportunity followed by type of knowledge to share and lastly identification of source of knowledge.
Furthermore, in Lean Process observes, trust between organisations as the second CSF that requires ‘motivation’ and further motivation requires identification of the type of knowledge to transfer and share. At the same time, motivation should be supported with leadership and organisational capabilities. Nevertheless, in Agile Process, leadership capabilities are the second most CSF that necessitates business strategies aligned and further desire organisational capabilities and trust between organisations. However, in rank three (3) of CSFs in Agile Process, pledged motivation as an important factor that also required backed up with leadership and organisational capabilities. In contrast, both the Lean and Agile Processes demands individual capabilities.
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