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Purpose: This study aims to investigate the mediating effect of innovation on the relationship between KM (KM) capabilities and organisational performance in the context of construction firms operating in Pakistan. Worldwide innovation predicts the performance of any firm. Today, the construction industry in Pakistan is booming, which reinforces the need for a study on innovation and KM in this sector. Design/methodology/approach: This empirical study uses a correlational research design. An online survey questionnaire was used as a data collection method. Through convenient sampling, the sample comprised 277 employees from different construction firms working under the Defence Housing Authority (a construction company operating in major cities) in Pakistan. Data were analysed through partial least squares-structural equation modelling (Smart PLS-SEM version 3) to assess the hypothesis. Findings: Data analysis reveals that KM dimensions, knowledge acquisition, application and protection positively and significantly influence organisational performance; however, knowledge conversion is insignificant. Furthermore, innovation positively and substantially mediates the relationship between knowledge acquisition, application, protection, organisational performance and the insignificant terms of knowledge conversion. Research limitations/implications: This study is limited to the construction industry, and future research should be conducted on larger scales for better generalisation. Other mediators between KM and organisational performance (i.e. organisational complexity, workplace environment, employee knowledge-sharing attitude) should be investigated. Practical implications: These results are crucial and encourage managers in the construction industry, especially from a developing country like Pakistan, to understand the importance of innovation, the application of KM and the essential role it has in boosting business performance. Originality/value: This research contributes to the scholarly debate on the mediating role of innovation in the relationship between KM and organisational performance. It also expands the literature on KM through an empirical investigation on the innovation of the construction industry in Pakistan from a management perspective. [ABSTRACT FROM AUTHOR]

The construction industry is plagued with projects that are often complex, involve numerous risks and require the input of several stakeholders. Therefore, there is a need to help organisations identify, assess, and manage these risks, reducing the likelihood of project delays, cost overruns, and other problems faced in the industry through effective Knowledge Management (KM). Previous studies on knowledge management and its practices in construction firms have dealt extensively with identifying these practices, how KM practices are carried out, and their importance to better construction performance and service. However, these studies have yet to recognise and discuss the innovative ways knowledge is managed. The practices of knowledge creation, acquisition, transfer, storage and use have seen recent developments in how they are being carried out, and this is primarily a result of the application of Information Technology (IT) to construction. The study sought to assess the innovations in KM practice in construction firms in Lagos state, Nigeria. The specific objectives were to assess innovative KM practices carried out by construction firms and examine the innovative tools and techniques for managing knowledge in construction firms. A quantitative research method was used in this study. The targeted population was construction professionals in construction firms. Data collection was through a structured questionnaire administered to the targeted population, and a response rate of 62% was achieved. The data was analysed using statistical tools. The study revealed that knowledge management is particularly important to the construction industry, and there is a need to improve and invest in knowledge management practices through adopting Information and Communication Technology (ICT) to improve project delivery and performance. The study recommended that construction firms be open to learning and adopting innovative ideas, tools and techniques to ensure that knowledge is properly managed. [ABSTRACT FROM AUTHOR]

This article aims at studying the empirical evidence of the impacts of human resource management (HRM) on knowledge management (KM) and on non-financial OP of infrastructure construction firms in Thailand. We used structural equation modeling (SEM), a hybrid of factor analysis and path analysis, to investigate the relationship among these three construct. Once a conceptual model was developed, we then employed confirmatory factor analysis to verify the factor structure of a set of observed variables. Then, SEM was used to test the three proposed hypotheses. Results supported the theorized model, indicating that a positive and direct relationship exists between HRM and KM; between knowledge and non-financial OP; and between HRM and non-financial OP in Thai infrastructure construction firms. Additionally, KM was found to be a mediator between HRM and non-financial OP. This study provides additional empirical evidence of the importance of improving non-financial OP through people and their valuable knowledge.

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.

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. [ABSTRACT FROM AUTHOR]

This article aims at studying the empirical evidence of the impacts of human resource management (HRM) on knowledge management (KM) and on non-financial OP of infrastructure construction firms in Thailand. We used structural equation modeling (SEM), a hybrid of factor analysis and path analysis, to investigate the relationship among these three construct. Once a conceptual model was developed, we then employed confirmatory factor analysis to verify the factor structure of a set of observed variables. Then, SEM was used to test the three proposed hypotheses. Results supported the theorized model, indicating that a positive and direct relationship exists between HRM and KM; between knowledge and non-financial OP; and between HRM and non-financial OP in Thai infrastructure construction firms. Additionally, KM was found to be a mediator between HRM and non-financial OP. This study provides additional empirical evidence of the importance of improving non-financial OP through people and their valuable knowledge. [ABSTRACT FROM AUTHOR]

Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management in this capacity poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking those knowledge management practices of AEC firms that can guide and assist construction business executives in meeting these challenges. The proposed model incorporates benchmarking and knowledge management concepts with importance-performance analysis (IPA) maps. It is a simple visual tool that can provide powerful diagnostic information to executives of AEC firms by evaluating their firm's knowledge management practices, identifying their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and setting priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study is presented to illustrate the implementation and utility of the proposed model.

Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management in this capacity poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking those knowledge management practices of AEC firms that can guide and assist construction business executives in meeting these challenges. The proposed model incorporates benchmarking and knowledge management concepts with importance-performance analysis (IPA) maps. It is a simple visual tool that can provide powerful diagnostic information to executives of AEC firms by evaluating their firm's knowledge management practices, identifying their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and setting priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study is presented to illustrate the implementation and utility of the proposed model. [ABSTRACT FROM AUTHOR]

Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management as a key organizational capability for creating competitive advantage poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking the knowledge management practices of construction firms that can guide and assist construction business executives to meet these challenges. The proposed model incorporates benchmarking and knowledge management concepts with Importance-Performance Analysis (IPA) and Comparative Performance Analysis (CPA) maps. The IPA and CPA maps are visual management tools that have been commonly used for continuous improvements in processes and the performance of firms. Yet they have not been used in the construction management literature or for evaluating the knowledge management practices. The proposed model can be used by construction firms as an internal performance measurement tool to evaluate their knowledge management practices. It can provide powerful diagnostic information to construction business executives of construction firms in order to evaluate their firm's knowledge management practices, identify their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and set priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study was conducted by administering a survey to 105 construction firms operating in Turkey and is presented to illustrate the implementation and utility of the proposed model. [ABSTRACT FROM AUTHOR]