Construction organisations have often been criticised for resistance to change and for failing to adopt innovative approaches to improve future business performance. Thus, the aims of this research is to improve knowledge-sharing approaches in construction organisations in Malaysia for improved performance, and the development of a conceptual model to support the implementation and embedding of appropriate knowledge-sharing approaches. It is anticipated that this will aid the implementation of knowledge-sharing approaches within Malaysia construction organisations and ultimately contribute to an improvement in organisation performance. This research employed both quantitative and qualitative approaches. Using random sampling, 1000 questionnaires were distributed to managers of small, medium and large construction organisations in Malaysia. Of these, 384 were useful for data analyses, a 38% valid response rate. To complement the questionnaire survey, 49 semi-structured interviews were conducted with top, mid and junior level managers of these organisations. Content analysis was used to analyse the information obtained through these interviews, whilst descriptive and inferential statistics were used to analyse the questionnaire survey. The results suggest that internet technologies as the most used formal approaches to knowledge sharing, and face to face social interactions as the most used informal approaches to knowledge sharing that are presently employed in Malaysian construction organisations. There is no significant difference in formal and informal approaches to knowledge sharing employed across different sizes and different managerial level of Malaysian construction organisations. In particular developing a knowledge-sharing strategy and integrating this into the company’s goals and strategic approach was regarded as the most challenging aspect in setting up knowledge-sharing approaches. Choosing an appropriate method to assess the impact of knowledge-sharing initiatives on business performance have found as the main challenges in implementing knowledge-sharing approaches by the construction organisations. The research further revealed that providing a conducive workplace setting, and providing training for education, personal and team development for effective knowledge sharing as most ready to setup and implement knowledge-sharing approaches. Furthermore this research has also recognised that the construction organisations can benefit from knowledge-sharing approaches in different ways to different size of organisation. The findings also indicate that the three top contributions of knowledge-sharing approaches to organisation performance are: increases efficient operations and reduces costs, improves better decision-making, and improves project and services delivery to the market. There is also conclude that no one knowledge sharing approaches that is likely to lead to successful outcomes in all organisations, but there are certain issues worthy of consideration in developing knowledge-sharing initiatives that offers potential for success. The realisation of this success will, however, depend on a host of factors, including organisational culture, structure and human resource practices. The findings from the research were then used to develop a conceptual model for the successful implementation of knowledge sharing in organisations and validated using a validation questionnaire survey within a range of SMEs and large construction organisations. The model presents a holistic way of accounting the key factors that impact upon the successful implementation of knowledge sharing in construction organisations. Such knowledge is essential to the management of construction organisations for achieving meaningful improvement in their approach to foster knowledge sharing.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:594938 |
| Date | January 2014 |
| Creators | Mohd Zin, I. N. |
| Publisher | University of Salford |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://usir.salford.ac.uk/30785/ |
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