Relationship and Knowledge Management in Construction Projects in Thailand Part 2: The Studies of Knowledge Management Process and the Three-stage Project Development Performance Improvement Framework

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Published: Aug 7, 2022
DOI: https://doi.org/10.56261/jars.v10i1.12964
Keywords:
Construction Industry Project Development Performance Knowledge Management) Knowledge Conversion Model Network Relationship and Knowledge Management Improvement Framework

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Archan Boonyanan
Faculty of Architecture and Planning, Thammasat University
Herbert Robinson
Faculty of Engineering, Science and the Built Environment, London South Bank University
Shamil Naoum
Faculty of Engineering, Science and the Built Environment, London South Bank University
Daniel Fong
Faculty of Engineering, Science and the Built Environment, London South Bank University

Abstract

The study of network relationship using UCINET program in part 1 was inspired by the problematicfragmented structure of a construction project development team. In this paper, the multi-stage projectdevelopment process as another key factor that underlies the construction industry’s poor performance isaddressed. Knowledge management is then proposed as another key solution to achieve the more effectiveproject development in Thailand context. Based on Nonaka and Takeuchi’s 1995 knowledge conversion model,representatives from key project members’ organisations that developed recently complete large commercialresidential projects in Bangkok central business area were asked in semi-structured interviews aboutorganisational knowledge management process using a set of standardised questions. The outcomes show themoderate efficiency due to key project members’ unawareness of knowledge potentials. A three-stage frameworkis also proposed to identify key project members, strengthen network relationship and improve organisationalknowledge management capability to achieve the better project development performance.

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Issue
Vol. 10 No. 1 (2013): August - October
Section
Articles
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