ARCOM

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Kreitl, G and Oberndorfer, W J (2004) Motives for acquisitions among engineering consulting firms. Construction Management and Economics, 22(07), 691-700.

Leung, M-Y, Chong, A, Ng, S T and Cheung, M C K (2004) Demystifying stakeholders' commitment and its impacts on construction projects. Construction Management and Economics, 22(07), 701-5.

Low, S P, Jiang, H and Leong, C H Y (2004) A comparative study of top British and Chinese international contractors in the global market. Construction Management and Economics, 22(07), 717-31.

Nordvik, V and Lisø, K R (2004) A primer on the building economics of climate change. Construction Management and Economics, 22(07), 765-75.

Poon, C S, Yu, A T W, Wong, S W and Cheung, E (2004) Management of construction waste in public housing projects in Hong Kong. Construction Management and Economics, 22(07), 675-89.

Robinson, H S, Carrillo, P M, Anumba, C J and Al-Ghassani, A M (2004) Developing a business case for knowledge management: the IMPaKT approach. Construction Management and Economics, 22(07), 733-43.

Type: Journal Article
Keywords: Knowledge management; business performance; construction organizations
ISBN/ISSN: 0144-6193
URL: https://doi.org/10.1080/0144619042000226306
Abstract:
There is a wealth of literature on the role of knowledge management (KM) in business improvement. Those with responsibility for implementing KM in organizations are often required to demonstrate its benefits. The need to convince senior management and other stakeholders about the business benefits is increasingly recognized as crucial in justifying a KM strategy and the resources to support its implementation. A three-stage approach (the IMPaKT framework) - underpinned by an industry survey and case study findings - is presented for developing a business case for KM. The framework facilitates: (1) an understanding of the strategic context of business problems and their knowledge management implications; (2) the planning and alignment of KM strategy to address business problems or objectives; and (3) an evaluation of the impact of KM on business performance in terms of effectiveness and efficiency. Key findings based on industrial application and further development of the framework are discussed. Evaluation shows that the framework could significantly facilitate the implementation of a KM strategy in construction organizations.