Knowledge-sharing approaches

This section provides a review of the literature for the second objective of the study, which is “to appraise and document the different approaches employed by the construction organisation to knowledge sharing”.

Knowledge sharing is the process by which knowledge is disseminated across the organisation. Hsu (2006) suggests three approaches used to enhance employees’ knowledge sharing within organisation:

 A technology-based approach in which the technology is considered the facilitator of knowledge sharing initiatives within an organisation. Knowledge sharing can be supported by the use of information and communication technology (ICT) for example online databases, data warehousing/knowledge repositories and intranets. The strategy to adopt ICT is one of the most followed managerial practices within the organisations (Marr, 2003) and ICT can be a facilitator to encourage individuals to share their knowledge.

 An incentive-based approach in which the monetary and non-monetary rewards promote knowledge-sharing initiatives. A transparent rewards and recognition system however, motivates people to share more of their knowledge.

 An organisational-based approach in which structure, processes, and management style simplify the application of knowledge sharing initiatives.

The study below highlighted a number of differences in the approach used for knowledge sharing both between SMEs and large construction organisations. The studies provide good examples of knowledge sharing.

Table 2.5 : Knowledge-sharing approaches applied in the construction organisations.

Authors Studies Organisations

Size Knowledge-sharing approaches Abdul-Rahman & Wang (2010) Knowledge Management techniques used amongst Malaysian construction organisations Large construction organisations Knowledge Management techniques Brainstorming, Cross-function teamwork, Face-to-face meeting, Job rotation and observation, Mentoring, Post project review, Project briefing and review, Recruitment, Story

telling,Technical gathering,

Threaded discussion, Written report and manuals Graham & Thomas (2007) Knowledge Management Within a Leading Irish Construction Organisation Large construction organisations

Knowledge sharing practices CPD policy, Mentoring, Performance appraisal, Lesson learned, Cross audits, Workshop and seminars, Intranet.

Ruikar et al. (2007) Integrated used of technologies and techniques for construction knowledge management Large construction organisations

Knowledge management techniques Brainstorming, Cop, Face to face interaction, Post project reviews, Recruitment, Apprenticeship Mentoring, Training.

Fong & Chu (2006) Exploratory study of knowledge sharing in contracting companies: a socio technical perspective SMEs construction organisations

Knowledge sharing practices Internet, Intranet, E-mail,

Memoranda and letters, Knowledge sharing boards, Internal newsletter and circulars, Phone calls and teleconferencing, Informal chatting and story telling, Meetings, Project briefing and reviewing sessions, Newsgroup and web-based discussions, Internal training courses, Talks and seminars, Mentoring and tutoring. Robinson et al. (2005) Knowledge management practice in large organisations Large construction organisations

Knowledge sharing practices Knowledge sharing strategy, Management Support,

Recognition/Reward Scheme, IT, Performance Measure.

(2005) for promoting knowledge sharing within construction project organisations: construction organisations

Informal knowledge workshops, Knowledge Exchange seminar, Departmental meetings, Site visit programme, Summary Reports, Project award scheme, Coaching and mentoring, Intranet and e- library. Egbu et al. (2001a) A conceptual research framework for studying km in project based environment. SMEs and large construction organisations

Technologies and techniques for knowledge management

Internet/intranet/e-mail , IT-based database, Telephone , Face-to-face meetings, Coaching and mentoring, Interaction with supply chain, Formal on-the-job training, Formal education and training, Cross- functional teamwork, Informal networks, Brainstorming sessions, Documents and reports, Project summaries, Knowledge-based expert systems, Work manuals, Video-conferencing, Job rotation, Decision support systems, Bulletin boards, Help desks, Quality circles, Knowledge maps, Communities of practice, Groupware, Storytelling.

Abdul-Rahman and Wang (2010) highlighted twelve knowledge management techniques used amongst large Malaysian construction organisations to share knowledge, namely brainstorming, cross-function teamwork, face-to-face meeting, job rotation and observation, mentoring, post project review, project briefing and review, recruitment, storytelling, technical gathering, threaded discussion, and written report and manual. Graham and Thomas (2006) conducted a study to explore the knowledge- sharing practices of the leading Irish construction organisations. CPD policy, mentoring, performance appraisal, lesson learned, cross audits, workshop and seminars, intranet were identified as the current knowledge-sharing practices.

Fong and Chu (2006), in their study of knowledge sharing in the UK contracting companies, identified 14 knowledge-sharing approaches: Internet, intranet, e-mail, memoranda and letters, knowledge sharing boards, internal newsletter and circulars, phone calls and teleconferencing, informal chatting and storytelling, meetings, project briefing and reviewing sessions, newsgroup and web-based discussions, internal training courses, talks and seminars, mentoring and tutoring.

Carrillo et al. (2005) identifies some approaches to sharing knowledge throughout a construction organisation that have been utilised in a knowledge management case study; informal knowledge workshops, knowledge exchange seminars, departmental meetings, site visit programme, summary reports, project award scheme, coaching and mentoring, intranet and e-library. Another knowledge sharing-practice was found by Robinson et al. (2005) in their study of knowledge management practice in large organisations in the UK. They highlighted the following knowledge sharing-practices: knowledge sharing strategy, management support, recognition/reward scheme, IT, performance measure.

In a survey done by Egbu et al. (2001a) the respondents, 19 small, medium and large UK public and private sectors construction organisations, were ask to rank the usage and the effectiveness of certain tools and technologies in managing knowledge. From the responses, it was clear that the most commonly used technologies in the UK construction organisations are: telephone, internet/intranet/e-mail and documents and reports. These are followed by face-to-face meeting and interaction with the supply chain. These suggest that the conventional techniques (informal approaches) to knowledge sharing are still used frequently among construction organisations.

In the context of present study, the findings on the the different approaches employed by the SMEs and large Malaysian contruction organisations to knowledge sharing will be discussed in Chapter 5 of the thesis.

2.3.4. Challenges in setting up and implementing knowledge-sharing