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Farooqui, Rizwan; Ahmed, Syed. Knowledge and information management in construction contracting firms – the U.S. Perspective. In: ENCONTRO DE TECNOLOGIA DE INFORMAÇÃO E COMUNICAÇÃO NA CONSTRUÇÃO CIVIL, 4., 2009, Rio de Janeiro. Anais... Rio de Janeiro: UFF, 2009. p. 1 - 12.
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Dados do autor na base InfoHab:
Número de Trabalhos: 2 (Nenhum com arquivo PDF disponível)
Citações: 4
Índice h: 2  
Co-autores: 2

Abstract

 Knowledge and information are vital resources for a construction organization. Because of their importance, if managed effectively, knowledge and information can be used to reduce project time, cost, and improve quality and, therefore, improve the project success. However, management of knowledge and information is not easy. To date, not much research has been conducted as to the adoptability and extent of use of knowledge and information management as a core process in construction industry. Consequently, this research attempts to assess the current state of adoption and implementation of knowledge and information management principles and practices in major U.S. construction firms, with the objective to identify strategies for improved adoption and implementation.
The primary data for this research was collected via questionnaire survey and interviews with various representatives from construction contracting firms working in major construction sectors. Salient findings are as follows. Most organizations have developed infrastructure (including knowledge base) to help employees perform better jobs; they have been focusing on knowledge awareness among their employees; they use knowledge management as a tool for decision making; they use technology (computer tools and networking) as a means of knowledge management. On the contrary, most organizations do not recognize their employees as assets; they have a weak focus on the management perspective of knowledge and particularly on investing in or exploiting knowledge for competitive advantage; only a small proportion of organizations utilize it for generation of new knowledge, deriving new knowledge and/ or encoding/ decoding knowledge; majority do not have any mechanisms to quantify knowledge; a considerable proportion either do not have formal strategies to guard knowledge; documentation is a weak area: organizations either do not keep record of documents or do limited documentation on need basis; generation of new knowledge via analysis is rarely adopted as a means of knowledge generation by organizations.
Major conclusions and recommendations are as follows: Knowledge management in organizations must be considered from managerial and innovation perspectives. Quantitative as well as qualitative decision making needs to be employed. Adoption of knowledge management as an integrated management tool to improve organizational and industry performance is imperative. Quantification of knowledge through formal mechanisms needs to be employed. Use of technology to increase efficiency as well as effectiveness of knowledge management is largely needed. Also, improving trust between management and employees and empowering employees is imperative. The knowledge management approach needs to incorporate methods of leveraging cumulative experience into itself. Use of knowledge management systems needs to be encouraged. Acceptance of knowledge as a valuable and patent asset needs to be infiltrated. Documentation practices need substantial improvement. Generation of new knowledge via analysis should be encouraged as an innovation approach.
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