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Knowledge systems and value creation An action research investigation

Knowledge systems and value creation An action research investigation Purpose – The paper aims to explore the role of knowledge management systems (KMS) in promoting value creation in the construction sector. Design/methodology/approach – An action research methodology using a multiple case study approach, which includes participant observation and semi‐structured interviews. Findings – The findings indicate that KMS promote value creation when they embed and nurture the social conditions that bind and bond team members together. Also, to be effective KMS should be incorporated within a change management programme that promotes a “participatory” type of culture while taking into account the team‐based structure and discipline‐oriented nature of the construction industry. Therefore, much more consideration should be given to organisational change issues prior to deployment of KMS. Research limitations/implications – The study is limited to organisations from the construction industry, but can be generalised to organisations from other sectors that exhibit similar characteristics. Practical implications – The findings can be used to guide management teams in deploying KMS to foster value creation as part of a wider change management programme. Originality/value – While related research tends to adopt an objectivist or subjectivist approach to knowledge management (KM), the present research argues that a third approach is required where issues related to technology, culture, and organisation must be blended successfully to address complex organisational barriers to effective KM leading to value creation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Knowledge systems and value creation An action research investigation

Industrial Management & Data Systems , Volume 107 (2): 17 – Mar 20, 2007

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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570710723796
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper aims to explore the role of knowledge management systems (KMS) in promoting value creation in the construction sector. Design/methodology/approach – An action research methodology using a multiple case study approach, which includes participant observation and semi‐structured interviews. Findings – The findings indicate that KMS promote value creation when they embed and nurture the social conditions that bind and bond team members together. Also, to be effective KMS should be incorporated within a change management programme that promotes a “participatory” type of culture while taking into account the team‐based structure and discipline‐oriented nature of the construction industry. Therefore, much more consideration should be given to organisational change issues prior to deployment of KMS. Research limitations/implications – The study is limited to organisations from the construction industry, but can be generalised to organisations from other sectors that exhibit similar characteristics. Practical implications – The findings can be used to guide management teams in deploying KMS to foster value creation as part of a wider change management programme. Originality/value – While related research tends to adopt an objectivist or subjectivist approach to knowledge management (KM), the present research argues that a third approach is required where issues related to technology, culture, and organisation must be blended successfully to address complex organisational barriers to effective KM leading to value creation.

Journal

Industrial Management & Data SystemsEmerald Publishing

Published: Mar 20, 2007

Keywords: Knowledge management systems; Value analysis; Social control; Change management; Information systems; Construction industry

References