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Journal articles on the topic 'Construction knowledge management'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Shokri-Ghasabeh, Morteza, and Nicholas Chileshe. "Knowledge management." Construction Innovation 14, no. 1 (2014): 108–34. http://dx.doi.org/10.1108/ci-06-2013-0026.

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Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive liter

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2

Mikulakova, Eva, Markus König, Eike Tauscher, and Karl Beucke. "Knowledge Management for Construction Scheduling." IABSE Symposium Report 94, no. 12 (2008): 22–29. http://dx.doi.org/10.2749/222137808796106161.

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3

An, Min, and Hesham S. Ahmad. "Knowledge Management in Construction Projects." International Journal of Information Technology Project Management 1, no. 2 (2010): 16–42. http://dx.doi.org/10.4018/jitpm.2010040102.

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Knowledge is now becoming the most valuable asset of the construction organisations to gain competitive advantages by improving quality while reducing cost and time of work completion in projects. Knowledge Management (KM) is the most effective way to deal with the intellectual capital of the organisations through facilitating the capturing and sharing of existing knowledge and creating new innovative knowledge. The most useful knowledge in construction projects is tacit knowledge since it includes the people ideas, perceptions and experiences that can be shared and re-used to improve experien

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4

Meneiluik, Aleksandr, and Aleksey Nikiforov. "Knowledge management by construction management template for sustainable entrepreneurship." Organization, Technology and Management in Construction: an International Journal 14, no. 1 (2022): 2601–15. http://dx.doi.org/10.2478/otmcj-2022-0005.

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Abstract The article is devoted to the development of a new information and communication concept – “construction management template (CMT)”. This concept changes the way knowledge management in construction is due to: taking into account the most effective modern and traditional methods of management; use of information technologies; end-to-end integration of different solutions into one information and communication tool. CMT is an information and communication model in the form of a three-dimensional parametric part of a building or structure and the associated resource schedule of works us

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5

Kejriwal, Mayank, Juan Sequeda, and Vanessa Lopez. "Knowledge graphs: Construction, management and querying." Semantic Web 10, no. 6 (2019): 961–62. http://dx.doi.org/10.3233/sw-190370.

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6

Loforte Ribeiro, Francisco. "Enhancing knowledge management in construction firms." Construction Innovation 9, no. 3 (2009): 268–84. http://dx.doi.org/10.1108/14714170910973493.

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7

Zhang, Zhen, Yang Zou, Brian H. W. Guo, Johannes Dimyadi, Roy Davies, and Lixin Jiang. "Knowledge management for off-site construction." Automation in Construction 166 (October 2024): 105632. http://dx.doi.org/10.1016/j.autcon.2024.105632.

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8

KULULANGA, G. K., and R. McCAFFER. "Measuring knowledge management for construction organizations." Engineering, Construction and Architectural Management 8, no. 5/6 (2001): 346–54. http://dx.doi.org/10.1108/eb021195.

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9

Wibowo, Mochamad Agung, and Rudi Waluyo. "Knowledge Management Maturity in Construction Companies." Procedia Engineering 125 (2015): 89–94. http://dx.doi.org/10.1016/j.proeng.2015.11.014.

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10

Kululanga, G. K., and R. McCaffer. "Measuring knowledge management for construction organizations." Engineering Construction and Architectural Management 8, no. 5-6 (2001): 346–54. http://dx.doi.org/10.1046/j.1365-232x.2001.00217.x.

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11

Jonasson, Jonas, Lars-Åke Mikaelsson, and Urban Persson. "Knowledge management of sustainable construction processes." IOP Conference Series: Earth and Environmental Science 588 (November 21, 2020): 022030. http://dx.doi.org/10.1088/1755-1315/588/2/022030.

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12

Tamtana, Jane Sekarsari. "Book Review: Knowledge Management in Construction." Management Learning 37, no. 1 (2006): 134–35. http://dx.doi.org/10.1177/135050760603700113.

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13

Deepak M.D., Gangadhar Mahesh, and Narotham Kumar Medi. "Knowledge Management Influence on Safety Management Practices." International Journal of Knowledge Management 15, no. 4 (2019): 16–37. http://dx.doi.org/10.4018/ijkm.2019100102.

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Many studies have been conducted in relation with knowledge management (KM), indicating the benefit associated with KM; among which safety management (SM) improvement is one of them. So, the aim of this article is to assess the influence of KM on SM practices in construction industry. In this regard, various factors that affect KM and SM are identified through literature review. Then, a questionnaire survey was facilitated to collect data based on the identified factors. These factors are ranked using a relative importance index (RII) to ascertain the level of importance among its group. Furth

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14

Ahmad, Mazida, Hapini Awang, Huda Ibrahim, Mazni Omar, and Azizah Ahmad. "Industry-wide Knowledge Management Initiatives: Best Knowledge Management Practices of Construction Organizations." International Research Journal of Multidisciplinary Scope 06, no. 01 (2025): 594–602. https://doi.org/10.47857/irjms.2025.v06i01.02455.

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Knowledge management implementation is a costly and time-consuming project that has to be well-defined. Coordinated and executed. This study focuses on domain knowledge management of the Malaysian construction industry. Thirty-one respondents from various categories of construction organizations have participated in this concurrent mixed-method study. A purposive sampling procedure has been used to obtain the required data. Before that, an instrument was prepared, consisting of measurement on four constructs, namely Perception about Organization Environment (POE), Perception about Knowledge Ma

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15

Li, Hua, and Gui Qin Shang. "Hydraulic Construction Safety Management Model Research Based on Knowledge Management." Applied Mechanics and Materials 357-360 (August 2013): 2896–99. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2896.

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The targeted and scientific strategies of safety management are badly in need and its owing to the different characteristic of the complexion in construction environment, technology and constructors. In order to build a construction safety knowledge management that based on construction process through brings the methods of knowledge into the construction site. Finally analysis the main process parts of intellectual resources to realize the safety goals and improve the safety management.

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16

Fedosina, Anastasia. "Application of knowledge management on project management in construction." E3S Web of Conferences 135 (2019): 04068. http://dx.doi.org/10.1051/e3sconf/201913504068.

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The modern Russian labor market dictates new requirements for the qualifications of project management managers in the investment and construction sector. The leading job and staff search site, HeadHunter, requires to have a Project Management Institute certificate in every third qualification condition. Foreign standards are actively supplanting “domestic rules of the game”. The relevance of this study is contained in the answer to the question: is the body of knowledge on project management applicable to the modern construction industry or is it just “a fashion trend” of senior management wh

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17

Suresh, Subashini, Raymond Olayinka, Ezekiel Chinyio, and Suresh Renukappa. "Impact of knowledge management on construction projects." Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 170, no. 1 (2017): 27–43. http://dx.doi.org/10.1680/jmapl.15.00057.

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18

Ginevičius, Tomas, Artūras Kaklauskas, and Paulius Kazokaitis. "Knowledge Model for Integrated Construction Project Management." Verslas: teorija ir praktika 12, no. 2 (2011): 162–74. http://dx.doi.org/10.3846/btp.2011.17.

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19

Trinkūnienė, Eva, and Vaidotas Trinkūnas. "Knowledge Management in Composition of Construction Contracts." Entrepreneurial Business and Economics Review 2, no. 4 (2014): 101–12. http://dx.doi.org/10.15678/eber.2014.020407.

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20

Zuofa, Tarila, Edward Ochieng, and Alan Burns. "Appraising knowledge management perceptions among construction practitioners." Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 168, no. 2 (2015): 89–98. http://dx.doi.org/10.1680/mpal.14.00048.

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21

Hallowell, Matthew R. "Safety-Knowledge Management in American Construction Organizations." Journal of Management in Engineering 28, no. 2 (2012): 203–11. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000067.

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22

Khalfan, Malik M. A., Mukesh Kashyap, Xianguang Li, and Carl Abbott. "Knowledge management in construction supply chain integration." International Journal of Networking and Virtual Organisations 7, no. 2/3 (2010): 207. http://dx.doi.org/10.1504/ijnvo.2010.031218.

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23

Elwakil, Emad, and Tarek Zayed. "Construction productivity fuzzy knowledge base management system." Canadian Journal of Civil Engineering 45, no. 5 (2018): 329–38. http://dx.doi.org/10.1139/cjce-2017-0540.

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Construction companies need a knowledge management system to collate, share and ultimately apply this knowledge in various projects. One of the most important elements that determine the time estimates of any construction project is productivity. Such projects have a predilection towards uncertainty and therefore require new generation of prediction models that utilizes available historical data. The research presented in this paper develops, using fuzzy approach, a knowledge base to analyze, extract and infer any underlying patterns of the data sets to predict the duration and productivity of

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24

Wang, Hao, and Xianhai Meng. "BIM-Based Knowledge Management in Construction Projects." International Journal of Information Technology Project Management 9, no. 2 (2018): 20–37. http://dx.doi.org/10.4018/ijitpm.2018040102.

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Construction organizations have increasingly realized the importance of knowledge management (KM). They have also increasingly applied various tools and strategies to manage their knowledge. Due to the temporary nature of construction projects, however, there continues to be certain barriers and challenges of KM that are hard to overcome. This article explores the use of Building Information Modelling (BIM) to achieve better KM in UK construction organizations. First of all, why and how BIM can facilitate KM in construction projects are identified from the literature review. Secondly, a questi

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25

Addis, Mark. "Tacit and explicit knowledge in construction management." Construction Management and Economics 34, no. 7-8 (2016): 439–45. http://dx.doi.org/10.1080/01446193.2016.1180416.

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26

Logcher, Robert D., Ming‐Teh Wang, and Frank Hsi‐Sheng Chen. "Knowledge Processing for Construction Management Data Base." Journal of Construction Engineering and Management 115, no. 2 (1989): 196–211. http://dx.doi.org/10.1061/(asce)0733-9364(1989)115:2(196).

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27

Robinson, Herbert S., Patricia M. Carrillo, Chimay J. Anumba, and Ahmed M. Al‐Ghassani. "Knowledge management practices in large construction organisations." Engineering, Construction and Architectural Management 12, no. 5 (2005): 431–45. http://dx.doi.org/10.1108/09699980510627135.

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28

Dave, Bhargav, and Lauri Koskela. "Collaborative knowledge management—A construction case study." Automation in Construction 18, no. 7 (2009): 894–902. http://dx.doi.org/10.1016/j.autcon.2009.03.015.

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29

Kivits, Robbert Anton, and Craig Furneaux. "BIM: Enabling Sustainability and Asset Management through Knowledge Management." Scientific World Journal 2013 (2013): 1–14. http://dx.doi.org/10.1155/2013/983721.

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Building Information Modeling (BIM) is the use of virtual building information models to develop building design solutions and design documentation and to analyse construction processes. Recent advances in IT have enabled advanced knowledge management, which in turn facilitates sustainability and improves asset management in the civil construction industry. There are several important qualifiers and some disadvantages of the current suite of technologies. This paper outlines the benefits, enablers, and barriers associated with BIM and makes suggestions about how these issues may be addressed.

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30

Mandičák, Tomáš, Peter Mesároš, and Matúš Tkáč. "Construction project management through BIM and knowledge technology." Pollack Periodica 15, no. 1 (2020): 177–86. http://dx.doi.org/10.1556/606.2020.15.1.17.

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Abstract Construction project management is difficult process and important part of efficiency and productivity in construction industry. Currently, construction industry is increasing demands on technology, environmental and social construction parameters in the context of maintaining the balance of economic efficiency and sustainability of the construction and realization of buildings. Progressive technology as knowledge systems and building information modeling are the supporting tool for achieving this. Building information modeling is a progressive intelligent 3D model-based process that

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31

Udaipurwala, Asad, and Alan D. Russell. "Computer-assisted construction methods knowledge management and selection." Canadian Journal of Civil Engineering 29, no. 3 (2002): 499–516. http://dx.doi.org/10.1139/l02-030.

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The construction industry's information environment is undergoing rapid changes. Construction professionals now expect fast and reliable access to rich data sources. Significant advances have been made in streamlining the creation and dissemination of computer-aided design drawings and construction documents through incorporation of information technology in the workflow. However, there is a need to go beyond just the automation of existing paper flows and provide the construction knowledge worker with tools that can be easily used to document previous project experience, track new technologic

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32

Zhang, Mei, Yan Yan, R. H. Wang, and Jia Hao. "Ontology-Based Knowledge Management for Vehicle Design." Materials Science Forum 626-627 (August 2009): 639–44. http://dx.doi.org/10.4028/www.scientific.net/msf.626-627.639.

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To utilize vehicle design knowledge reasonably and effectively, ontology is introduced in this paper and vehicle design domain ontology is constructed within three steps which are: extracting the significant terminologies and concepts in the field, establishing ontology framework, constructing vehicle design domain ontological relation tree combining development tool. According to the method, vehicle design ontological relation tree is built and evaluated through descriptive evaluation and verifiable evaluation. The results are applied in knowledge representation which adopts SVPO (Subject + V

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33

Yan, Wen Zhou, and Cheng Cheng Wang. "A Research on Knowledge Management of Construction Cost Control." Applied Mechanics and Materials 584-586 (July 2014): 2494–99. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2494.

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In order to raise the level of management in building construction cost, knowledge management approach is proposed in this paper. An XML (Extensible Markup Language)-based paradigm matrix is established to represent construction cost control knowledge. In the matrix, the row elements are made up of feature attributes, and construction working procedures are the components of the column. Furthermore, based on the Hamming weighted proximity, the closeness between new construction projects and target case is calculated such that the similarity is obtained, by this method the knowledge matching is

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34

Gunasekera, Vipula Sisirakumara, and Siong-Choy Chong. "Knowledge management for construction organisations: a research agenda." Kybernetes 47, no. 9 (2018): 1778–800. http://dx.doi.org/10.1108/k-10-2017-0378.

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PurposeThis paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation.Design/methodology/approachThis paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry.FindingsBased on the socialisation, externalisatio

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35

Cartelli, Antonio. "ICT and knowledge construction." Learning Organization 14, no. 5 (2007): 436–49. http://dx.doi.org/10.1108/09696470710762655.

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36

Park, Moon-Seo, You-Jin Jang, Hyun-Soo Lee, and You-Sang Yoon. "Integrated Knowledge Management System based on Construction Portal." Korean Journal of Construction Engineering and Management 11, no. 4 (2010): 12–21. http://dx.doi.org/10.6106/kjcem.2010.11.4.12.

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37

Mohammed, Y. D., B. M. T. Shamsul, and M. I. Bakri. "Assessing Workers Safety Management Knowledge on Construction Site." International Journal of Engineering Research and Science 3, no. 5 (2017): 20–26. http://dx.doi.org/10.25125/engineering-journal-ijoer-may-2017-8.

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38

Anumba, Chimay J., Raja R. A. Issa, Jiayi Pan, and Ivan Mutis. "Ontology‐based information and knowledge management in construction." Construction Innovation 8, no. 3 (2008): 218–39. http://dx.doi.org/10.1108/14714170810888976.

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39

Kale, Serdar, and A. Erkan Karaman. "BENCHMARKING THE KNOWLEDGE MANAGEMENT PRACTICES OF CONSTRUCTION FIRMS." Journal of Civil Engineering and Management 18, no. 3 (2012): 335–44. http://dx.doi.org/10.3846/13923730.2012.698910.

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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 c

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40

Carrillo, Patricia, and Paul Chinowsky. "Exploiting Knowledge Management: The Engineering and Construction Perspective." Journal of Management in Engineering 22, no. 1 (2006): 2–10. http://dx.doi.org/10.1061/(asce)0742-597x(2006)22:1(2).

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41

Tah, J. H. M., and V. Carr. "Knowledge-Based Approach to Construction Project Risk Management." Journal of Computing in Civil Engineering 15, no. 3 (2001): 170–77. http://dx.doi.org/10.1061/(asce)0887-3801(2001)15:3(170).

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42

Du, Maobao, Fengxia qiu, and wenjing Xu. "Construction of Enterprises’ Financial Knowledge Management System (EFKMS)." Procedia Environmental Sciences 11 (2011): 1240–44. http://dx.doi.org/10.1016/j.proenv.2011.12.186.

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43

Chong, Nan Bing, Lorna Uden, and Marja Naaranoja. "Knowledge management system for construction projects in Finland." International Journal of Knowledge Management Studies 1, no. 3/4 (2007): 240. http://dx.doi.org/10.1504/ijkms.2007.012524.

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44

Senaratne, Sepani, and Martin Sexton. "Managing construction project change: a knowledge management perspective." Construction Management and Economics 26, no. 12 (2008): 1303–11. http://dx.doi.org/10.1080/01446190802621044.

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45

Shehu, A. S., Y. Ibrahim, and I. I. Inuwa. "Knowledge requirement theoretical framework for construction procurement management." IOP Conference Series: Materials Science and Engineering 615 (October 15, 2019): 012027. http://dx.doi.org/10.1088/1757-899x/615/1/012027.

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46

Hu, Xin, Bo Xia, Kunhui Ye, and Martin Skitmore. "Underlying Knowledge of Construction Management Consultants in China." Journal of Professional Issues in Engineering Education and Practice 142, no. 2 (2016): 04015015. http://dx.doi.org/10.1061/(asce)ei.1943-5541.0000263.

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47

Forcada, Nuria, Alba Fuertes, Marta Gangolells, Miquel Casals, and Marcel Macarulla. "Knowledge management perceptions in construction and design companies." Automation in Construction 29 (January 2013): 83–91. http://dx.doi.org/10.1016/j.autcon.2012.09.001.

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48

Esmi, Reza, and Richard Ennals. "Knowledge management in construction companies in the UK." AI & SOCIETY 24, no. 2 (2009): 197–203. http://dx.doi.org/10.1007/s00146-009-0202-9.

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49

Park, Moonseo, Hyun-Soo Lee, and Soonseok Kwon. "CONSTRUCTION KNOWLEDGE EVALUATION USING EXPERT INDEX." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 16, no. 3 (2010): 401–11. http://dx.doi.org/10.3846/jcem.2010.46.

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While the current global economy can be characterized by the intensification of business competitiveness, leaner organizations, the convergence of products and services, and by vast technological developments, the risks and un‐certainties inherent in such a dynamic environment make the management of organizational knowledge even more crucial. Indeed, previous theoretical and empirical‐based studies have proven that knowledge leads to organizational success. Knowledge Management (KM) has particularly gained credence, and continues to generate interest, in academic and business circles. KM is of

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50

Bechhofer, Sean, and Carole Goble. "Thesaurus construction through knowledge representation." Data & Knowledge Engineering 37, no. 1 (2001): 25–45. http://dx.doi.org/10.1016/s0169-023x(00)00052-5.

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