Robinson, H S; Carrillo, P M; Anumba, C J and Al-Ghassani, A M (2004) Developing a business case for knowledge management: The IMPaKT approach. Construction Management and Economics, 22(7), pp. 733-743. ISSN 01446193
Abstract
There is a wealth of literature on the role of knowledge management (KM) in business improvement. Those with responsibility for implementing KM in organizations are often required to demonstrate its benefits. The need to convince senior management and other stakeholders about the business benefits is increasingly recognized as crucial in justifying a KM strategy and the resources to support its implementation. A three-stage approach (the IMPaKT framework) - underpinned by an industry survey and case study findings - is presented for developing a business case for KM. The framework facilitates: (1) an understanding of the strategic context of business problems and their knowledge management implications; (2) the planning and alignment of KM strategy to address business problems or objectives; and (3) an evaluation of the impact of KM on business performance in terms of effectiveness and efficiency. Key findings based on industrial application and further development of the framework are discussed. Evaluation shows that the framework could significantly facilitate the implementation of a KM strategy in construction organizations.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | business performance; construction organizations; knowledge management |
| Index terms: | effectiveness, implementation, business improvement, case study, efficiency, construction organization, business performance, knowledge management, business case, survey, industrial application, strategy |
| Subjects: | professional development, performance measurement, management, performance management, data collection methods, organization, contractual arrangements, innovation and technology management, strategic project management |
| Topics: | Quality Management, Procurement, Business Strategy, Engineering Principles, Information Management, Project Management, Research Practice |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here