Figure 3 - uploaded by Callistus Tengan
Content may be subject to copyright.
Guribie-Tengan KMIF (2018). the users regarding the acceptance or operation of the framework. The framework was tested and validated against the criteria set out in the technology acceptance model (TAM) postulated by Venkatesh and Davis [21]. The Technology Acceptance Model has been described as the most parsimonious and widely used model that seeks to explain why a technology may be accepted or rejected
Source publication
The paper investigates the environmental enablers that promote Knowledge Management (KM) implementation and test them in Ghanaian construction firms. A case study design was used. Data were collected from a set of questionnaires administered to four (4) different construction firms. Findings revealed that the right environmental enablers (culture,...
Contexts in source publication
Context 1
... notwithstanding, the organizations were committed to mentoring of junior staff, collaboration and teamwork which is characteristic of construction firms indicating some kind of informal knowledge management. The Guribie-Tengan KMIF is in Figure 3. ...
Similar publications
Efforts to reduce the health and ecological burdens of household biomass combustion are underway in Ghana, principally by promoting clean cookstoves and fuels. Recent studies have focused on the sustained use of clean cookstoves, but sometimes household adopt a new cookstove and then end use of that stove. In this study, we introduce a novel framew...
Citations
... Many organizations are becoming more interested in organizational knowledge, reflecting their transition into the knowledge economy (Guribie and Tengan, 2019;LaFayette et al., 2019). ...
Purpose
The purpose of the study is to demonstrate the influences of three dimensions of social capital (the structural, relational and cognitive dimensions) on five situated learning processes (institutionalization, socialization, knowledge articulation, experience accumulation and knowledge reuse) in projects.
Design/methodology/approach
Drawing on a cross sectional survey, data were drawn from 203 construction professionals in Ghana who have hands-on experience in managing projects. Partial least square structural equation modeling was used to conduct both confirmatory factor analysis and path analysis of the structural model of the relationship between these two constructs.
Findings
In relation to the research questions, all three dimensions of social capital have effects of the situating learning processes. However, the research’s key finding is that the relational dimension of social capital exerts much influence on the situated learning processes in projects, with the structural and cognitive dimensions of social capital exerting medium and small effects, respectively.
Practical implications
The study’s key finding implies that – addressing the “relational” conditioners that moderate project participants’ behaviour in social relationships is critical for increasing situated learning activity in projects. These must, however, be complemented by both structural and cognitive factors.
Originality/value
The research findings expand existing frontiers of knowledge by addressing the gap in the literature on the lack of practical demonstration of the influences exerted by the various dimensions of social capital on a situated learning activity in projects.
... Other studies indicated lack of resources and lack of clear standards to effectively capture lessons learned from previous project, lack of KM systems, lack of leadership support, lack of awareness of KM practices, lack of understanding of KM, and employee resistance were among the hurdles to the implementation of KM in some organizations (Esmi and Ennals, 2009;Hackman, Agyekum and Smith, 2017). Guribie and Tengan (2019) highlighted the poor KM infrastructure by the Ghanaian construction organizations. Yusof et al.(2019) identified four challenges as: strong market competition, time restraints, high complexity of construction tasks, and budget restraints, but time and money were two aspects that were commonly taken into consideration. ...
The purpose of this study is to review the current Knowledge Management (KM) trends and make inference for future directions of KM in project-based organizations and project performance through a Systematic Literature Review (SRL) and Scientometric analysis. First a Google advanced search was conducted and produced five hundred and seventy six (576) papers A SLR of 38 articles from 2000-2022 was conducted to narrow the study. Key stages in the systematic review included the formulation of the research questions, the identification of relevant research, data extraction and assessment of the risk of bias, data synthesis, summary and interpretation of the findings. Further, 981 academic documents on the topic were retrieved from Publish or Perish database. Then, co-occurrence and co-citation analysis were performed along with network visualization to examine research interconnections' patterns. As a result, relevant key words, network of terms co-occurrences with 68 keywords, 793 links, and total link strength of 1,486 was revealed. The most popular keywords within the period, together with their frequency, mean year of publication, links, and total link strength were identified.
... Despite the large number of studies that emphasized the importance of KM in achieving a competitive advantage for organizations, knowledge management implementation (KMI) is ambiguous to many organizations [3], [4]; thus, a critical concern for an organization that intends to embark on a KM initiative is how to accomplish it [5]. One of the reasons behind this situation is the lack of a suitable process for implementing KM [6]. ...
... The following sub-sections will explain and discuss each process and related aspects. [7], [10]- [12], [33], [40]- [49] Setting goals for the KM initiative [5], [6], [10], [38], [40], [43]- [47], [49]- [60] Define organizational knowledge [7], [10]- [13], [31], [38], [42], [47]- [50], [54]- [57], [61]- [65] Selecting KM strategies [11], [31], [55], [58], [60], [62]- [64], [66], [67], [33], [43]- [47], [49], [52] Establishing and provisioning KM infrastructure [5], [6], [42], [43], [45]- [52], [7], [53], [55], [58]- [63], [65], [66], [10], [67]- [70], [11], [24], [33], [38], [40], [41] Knowledge Processes -- [5], [10], [13], [41], [46], [51], [53], [56], [57], [61], [63], [68]- [71] KM Outcome measurement [16], [35], [72]- [77] KM performance measurement [17], [78]- [83] Dissemination and expansion -- [40], [42], [49], [57], [60], [62], [69], [71], [84] KM Improvement -- [5], [7], [33], [60], [62], [71] ...
... The following sub-sections will explain and discuss each process and related aspects. [7], [10]- [12], [33], [40]- [49] Setting goals for the KM initiative [5], [6], [10], [38], [40], [43]- [47], [49]- [60] Define organizational knowledge [7], [10]- [13], [31], [38], [42], [47]- [50], [54]- [57], [61]- [65] Selecting KM strategies [11], [31], [55], [58], [60], [62]- [64], [66], [67], [33], [43]- [47], [49], [52] Establishing and provisioning KM infrastructure [5], [6], [42], [43], [45]- [52], [7], [53], [55], [58]- [63], [65], [66], [10], [67]- [70], [11], [24], [33], [38], [40], [41] Knowledge Processes -- [5], [10], [13], [41], [46], [51], [53], [56], [57], [61], [63], [68]- [71] KM Outcome measurement [16], [35], [72]- [77] KM performance measurement [17], [78]- [83] Dissemination and expansion -- [40], [42], [49], [57], [60], [62], [69], [71], [84] KM Improvement -- [5], [7], [33], [60], [62], [71] ...
This study aimed to identify the processes associated with knowledge management implementation and develop a framework with different stages that combines these processes to guide the initiative for implementing knowledge management in organizations. The study was approached from a theoretical perspective. The study contributes to the knowledge management literature by developing a conceptual framework of knowledge management. A comprehensive review was conducted of recent progress and the rapidly growing number of published studies on knowledge management implementation. The review revealed ten critical processes that should be considered to ensure successful knowledge management initiatives. Based on that, a framework for knowledge management implementation is proposed. Specifically, the processes associated with implementing knowledge management are logically distributed among the PDCA framework promulgated and reflecting the four domains of the Plan-Do-Check-Act, which has consistently shown the capability to encompass all processes of effective knowledge management implementation. The framework can be used as a reference for implementing knowledge management initiatives in organizations. Finally, this study emphasizes that continuous process methods are significant in implementing knowledge management initiatives. By placing knowledge management implementation processes in the PDCA cycle, task-based knowledge can be better recognized and understood.
... Accordingly, the core activities of the firm are determined by the knowledge a firm possesses. In the knowledge age of today, knowledge management (KM) strategy is one of the most effective ways to boost business performance and strengthen a company's competitive advantage (Guribie and Tengan, 2019). However, because of a variety of internal and external constraints, the adoption and implementation of a KM strategy in practice is not that straightforward. ...
... However, because of a variety of internal and external constraints, the adoption and implementation of a KM strategy in practice is not that straightforward. On the other hand, selecting the appropriate KM strategy is significant to its implementation (Guribie and Tengan, 2019). Hansen et al. (1999) identified two different knowledge management strategies practiced at management consulting firms, namely, codification strategy and personalization strategy. ...
Purpose
With the recognition that knowledge is ingrained within certain social groups and settings, more recent literature in this field is now spotlighting this human focused or “social dimension” of knowledge management. However, this learning approach faces some constraints, especially, in project context. While the existing body of knowledge has focused on emphasizing the importance of the social processes and practices involved in this approach, there is glaring neglect of the intricacies involved when executing learning through this agency, especially in project settings. Hence, the purpose of this study is to identify and evaluate the systemic obstacles in personalizing knowledge flows within and across projects.
Design/methodology/approach
This study adopted a positivist philosophical stance couched within a deductive approach. A structured questionnaire was used to gather data from 203 construction professionals with “hands-on” experience in managing projects in the Ghanaian construction industry.
Findings
A mean score analysis showed that all the identified obstacles are significant factors that hinder the personalization of knowledge flows within and across projects. A structure detection analysis generated four principal obstacle components (POCs), explaining about 67.897% of the total variance of the obstacles in personalizing knowledge flows in temporary organizations. The complex web of obstacles was broken out into four broad thematic categories or POCs: obstacles at the individual level, obstacles at the team level, obstacles at the structural level and the limitations of project operations. A fuzzy synthetic evaluation modeling of the four POCs generated criticality indices for each POC exceeding 3.50 on a five-point rating scale, indicating that, all the four POCs as significant obstacles to personalizing knowledge flows within and across projects.
Practical implications
Implications are provided for project managers on the social dynamics of learning in project teams.
Originality/value
The research findings expand existing frontiers of knowledge by addressing the gap in the literature on the complexity of the personalization strategy within projects. The findings would also spark a broader discussion about the importance of developing integrated ways to structure learning in project environments. The culmination of the research will serve as a solid foundation for the development of a future project learning frameworks.
... Existing TTC network models such as technology brokers network, technology marketplace, TTC [35][36][37][38][39][40][41] created as special projects do not provide a full innovation cycle and integration of participants actions in the innovation process. The model proposed by the authors, based on the ecosystem approach, provides a complex of cooperation between actors in the process of creating added value in the innovation production. ...
Nowadays, the relevance of technology transfer center network has been greatly increased due to interdisciplinary modern innovations, and cross-sectoral collaboration in project implementation. This paper highlights theoretical and conceptual foundations of technology transfer, and the role of innovation and knowledge. The main purpose of the paper is to analyze the experience of creating technology transfer networks in Russia, and to develop prospective national technology transfer model based on the concept of innovation ecosystem and open innovation. Being a knowledge integrator, a university plays a vital role in technology transfer. The presented study makes contribution to the academic literature by providing a synthesis on related concepts of open innovation, network, and ecosystem approaches to technology transfer. The results of this analysis provide information on prospective models for creating a network of technology transfer in Russia. That will help academics, policymakers, government, and business owners with a more depth understanding of the practical mechanisms that support innovation strategy.
... Capturing, storing, and sharing existing knowledge provide historical knowledge and lessons for future projects in organizations (Guribie & Tengan, 2019;Almarshoudi et al., 2018). The integration of different experiences and forms of expertise in a variety of disciplines in problem solving constitutes the most effective and efficient approach in decision-making processes (Ahmad et al., 2008). ...
This study aims at developing a knowledge management (KM) model that construction companies can apply for effective knowledge management implementations in their businesses. In developing the proposed model, a mixed methodology of analysing related literature and identifying the gaps in some existing models intended for the construction industry is applied. In addition, a questionnaire and interviews approaches are conducted to prepare, enhance, strengthen and validate the developed model. The major finding of this study is proposing a new KM model – named as BAN model – that fits potential conditions for construction contracting firms, especially enterprises that are small in size and nonadopting KM. The developed model comprises six main stages: (1) preliminary stage; (2) development of an organizational strategy stage; (3) start-up stage; (4) implementation stage; (5) monitoring and evaluation stage; and (6) derivation of short- and long-term KM values. The proposed model is capable of filling and solving the gaps in existing knowledge management models and defining major success factors in KM implementation. The benefits of the proposed model include the enhancement of the KM implementation process, facilitation of the decision-making process, attainment and maintenance of competitive advantages, improvement of innovation, and continuance of effective KM performance.
... Characterized by knowledge generation, knowledge application and potentially knowledge loss, project environments are seen as arenas suitable for executing learning. Consequently, learning within and across projects is now widely accepted as an important determinant of the firm-level competitiveness [10] [11]. ...
Purpose
The construction sector faces significant challenges in knowledge management (KM) due to its complex and project-based nature. These challenges lead to inefficient knowledge sharing and retention. Addressing these challenges is vital for improving project outcomes and organizational performance. This study examines KM obstacles and identifies effective Social Network Analysis (SNA) approaches to address them.
Design/methodology/approach
This research employs the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) technique, conducting two detailed literature reviews. The first review focused on the KM challenges in the construction sector, resulting in 139 articles. The second review examines the SNA approaches in KM, resulting in 42 articles for study. Content analysis was performed on 139 articles to identify global trends and KM challenges. The following thematic analysis is performed on 42 articles to categorize effective SNA approaches for KM.
Findings
The study shows that the approach of integrating SNA with Building Information Modeling (BIM) and big data analytics enhances collaboration, communication, and decision-making in construction projects. This integrated approach addresses key KM challenges such as trust issues, knowledge hoarding, and inadequate access to technology.
Research limitations/implications
The study acknowledges potential biases in literature selection and the focus on developing nations, which may limit the generalizability of the findings. Future research should explore broader geographic contexts and diverse methodologies.
Practical implications
Practical implications suggest that construction organizations invest in training and technology to improve KM practices. Socially, fostering a collaborative culture within construction teams is crucial for enhancing knowledge sharing and overall project performance, ultimately benefiting the industry.
Originality/value
This research offers originality and value by mapping KM challenges to specific SNA approaches. It offers a practical framework for construction firms to improve their KM practices. It contributes to the existing knowledge by providing strategic pathways to enhance KM through advanced technologies and collaborative techniques.
Arsip di era 4.0 sekarang ini harus dapat berevolusi semakin mudah dan lincah untuk menciptakan Suasana nyaman dan sustainable terhadap kebutuhan pencipta dan manajemen. Lembaga Penelitian kepada Masyarakat UNNES melalui core bisnis bidang penelitian tiap tahun mengelola penelitian yang didandani oleh dana Kementerian dan PNBP Universitas. Tahun 2021 LPPM mengelola penelitian Kementerian sebanyak 30 Judul dan pendanaan PNBP UNNES sebanyak 400 Judul, demikian juga untuk tahun tahun sebelumnya rata-rata pengelolaannya antara 500 Judul. Prosedur pengelolaan penelitian meliputi pengumuman Proposal, Review Proposal, Evaluasi proposal, Persetujuan Proposal, Laporan 70 % dan laporan 100%. Dokumen tersebut di upload dalam aplikasi sipp.unnes.ac.id. Aplikasi tersebut digunakan oleh seluruh dosen, mahasiswa dan tenaga kependidikan di lingkungan UNNES. Pengguna sistem informasi penelitian dan pengabdian masyarakat unnes penuh dengan syarat penciptaan arsip yang perlu dimanajemen atas terciptanya. Data- data penelitian dan bukti penelitian dan luaran dijadikan dasar untuk peningkatan angka kredit dan peningkatan jurnal peneliti. Penggunaan aplikasi tentu penuh dengan sentuhan kebutuhan pengguna yang memerlukan kemudahan, keandalan dan kemanfaatan. Untuk menilai seberapa manfaat sistem informasi sipp terhadap kebutuhan arsip di lingkungan Lembaga penelitian dan pengabdian kepada masyarakat perlu diuji menggunakan framework pieces. Framwork ini akan menganalisa terkait P (Performance), I (Information), E (Economics), C (Control), E (Efficiency) dan S (Service).
The study uses Aquantuo LLC as a single case study to understand the relationship between Knowledge Management (KM) Infrastructure and Knowledge Management (KM) Processes. This included finding the components of the KM Infrastructure, the effects of KM Infrastructure on its KM Process, factors that influence the decision to acquire its KM Infrastructure, and the effects of KM Infrastructure-Sharing in Aquantuo. The paper followed a quantitative research procedure for the design and analysis of the questionnaire. The findings indicated that Aquantuo's KM Infrastructure consisted of technical and social aspects and that the technical aspect of the KM infrastructure had more impact on Aquantuo's operations than the social KM infrastructure. It was noted from the findings that KM Infrastructure positively facilitated KM Processes. The findings further showed that KMI acquisition in Aquantuo is most impacted by cost compared to organisation goals and competition, among other factors. Finally, the findings indicated that impacts on its operations determined Aquantuo's willingness to share its KM Infrastructure.
