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Chapter 6: Knowledge Management in Const... > CHALLENGES OF MANAGING TACIT KNOWLED... - Pg. 90

Knowledge Management in Construction Projects 2004; Bierly et al., 2000; NDR, 2003). This representation helps to understand the different characteristics and values for different types of contents and how these contents can be trans- formed from one type to another. Blumentritt and Johnston (1999) suggested that in order to gain competitive advantages, organisations need to enhance the information-knowledge balance through the implementation of IT-based improve- ments to enhance information management and socially-based mechanisms to enhance knowledge management. KM systems can be viewed as the development and improvement of information systems that enhance the ability of these systems to manage organisational knowledge, by providing the or- ganisations with the ability to capture, organize, retrieve, analyze, apply, update and share tacit and explicit knowledge (Gupta et al., 2000; Alavi & Leidner, 2001). Data mining tools are CHALLENGES OF MANAGING TACIT KNOWLEDGE As stated earlier in this paper, there are many challenges of the implementation of KM systems in the construction organisations such as the com- plexity of industry, diversity of work players and adversarial relationships (KLICON, 1999). These challenges become more difficult when dealing with tacit knowledge because individuals normally regard their tacit knowledge as a source of strength and a personal rather than organisational property (Carrillo et al., 2000). The complex nature of tacit knowledge and construction context increase the difficulty for organisations to plan and implement formal KM initiatives. A vast amount of tacit knowledge resides in the heads of individuals who may belong to different specialities, ranging from non-skilled workers to professionals or may belong to different divisions and companies, that cause