Egbu, C O (2004) Managing knowledge and intellectual capital for improved organizational innovations in the construction industry: An examination of critical success factors. Engineering, Construction and Architectural Management, 11(5), pp. 301-315. ISSN 0969-9988
Abstract
Innovation is viewed as a major source of competitive advantage and is perceived to be a pre-requisite for organizational success and survival. The ability to innovate depends largely on the way in which an organisation uses and exploits the resources available to it. The paper explores the importance of knowledge management (KM) and intellectual capital (IC) in organisations. It also considers the critical factors that lead to successful innovations and the role of KM and IC in this regard. The paper argues that effective management of knowledge assets involves a holistic approach to a host of factors. It is also suggested that there are a host of factors that combine in different ways to produce successful organizational innovations. It recommends that more is needed on the education and training of construction personnel and that these education and training programmes should reflect the nature of innovation and KM dimensions as very complex social processes.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction industry; critical success factors; innovation; intellectual capital; knowledge management |
| Index terms: | programme, construction personnel, organizational innovation, knowledge management, critical success factor, competitive advantage, critical factor, holistic approach, social process, survival, education and training, construction industry, dimension |
| Subjects: | control systems, risk assessment, workforce, business, environmental science, health monitoring assessment and metrics, professional development, industry analysis, communities and social development, market analysis, project controls, professional education |
| Topics: | Stakeholder Management, Risk Management, Sustainability, Business Strategy, Health and Safety, Project Management, Research Practice, Information Management, Organizational Design, Time Control, Education, Human Resources |
| Descriptive scope: | 3 PCT |
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