Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes

Purpose The purpose of the paper is to investigate the critical success factors (CSFs) associated with the effectiveness of transfer and sharing of tacit knowledge in lean and agile construction processes. Design/methodology/approach The study identifies ten CSFs that initiate the transferring and sharing of tacit knowledge. The CSFs are validated through quantitative study. This study recruited project managers, executives, consultants and other managers that are directly involved in the management of a construction project. It recruits the respondents those have background and experience from disciplines such as lean construction, agile construction, construction supply chain (CSC) and knowledge management in lean, agile and CSC. The data collected through self-administrative questionnaire are categorised as ordinal data to analyse in SPSS with frequency and Kruskal–Wallis H test, Spearman’s correlation analysis and a rank-order analysis is done to establish the level of importance of those factors. Findings Initially, “Trust between construction organisations” is identified as the foremost CSF. Moreover, other CSFs such as motivation, leadership capabilities, business strategies and organisational capabilities follow trust. Originality/value This is the first study that investigates and establishes the CSFs that are essential to initiate transferring and sharing tacit knowledge in a lean and in an agile construction processes

A framework for transferring and sharing tacit knowledge in construction supply chains within lean and agile processes

Fragmentation in the UK construction sector is hindering knowledge production which leads to low levels of productivity. For decades, several unproductive initiatives have been deployed in an effort to increase partnering and collaboration between construction supply chains. Despite these efforts recent studies highlight that the UK construction sector needs to consider the process-based view seriously with the application of knowledge communication and specifically the transferring and sharing of Tacit Knowledge within the supply chain, if performance improvements are to be achieved. In this study, a three-stage framework for transferring and sharing Tacit Knowledge within Construction Supply Chains is developed to bring collaboration and partnering, and to improve efficiency in Construction Supply Chains and in the application of Lean and Agile. Relevant and associated literature about knowledge management, supply-chain management and Lean and Agile thinking within construction supply chains is investigated in different dimensions. The study highlights some unique and fresh findings in terms of transferring and sharing of Tacit Knowledge. In addition, a novel research processes’ model “Knowledge Driven Research Methodology” is developed and applied to define a worthy research methodology for this study. To validate the factors extracted from the literature review and the conceptual framework, a systematic research methodology is adopted to collect quantitative data through a survey questionnaire. Moreover, data is analysed with frequency, the Kruskal-Wallis H test and correlation analysis and with interpretive analysis, to highlight the taxonomic relations among the findings based on the propulsive coefficients, and to identify and establish the rank of the foremost and following factors. Through the results from the data analysis, the conceptual framework is modified and then further validated through the expert interviews. The study concludes with a validated framework and establishes the fact that, if the transferring and sharing of tacit knowledge is initiated within construction processes, it will bring collaboration and partnering and increase efficiency among construction supply chains. The most estimable part of this study is that it brings forward several tiny and major contributions to the existing knowledge for Literature, academia, policy makers and practitioners