A knowledge management implementation framework for the Libyan banking sector

The principles of knowledge management (KM) are widely acknowledged and have been developed over the last 50 years, especially in such disciplines as management science, sociology, and construction. Whilst knowledge management (KM) is still an evolving practice, specific emphasis is now taking place on securing leverage through knowledge-context, interpretation, transfer, and reflection. Knowledge-based economies are increasingly reliant upon their intellectual capital (IC) cognisant of: the Information Technology (IT) revolution; expanding information society; the increased importance of knowledge; and the congruence and emergence of innovation through the application of KM practices. However, little work in the remit of KM has been evidenced in the Libyan financial sector the omission of which is the focus of this research. This research uses a case-study approach using an interpretive perspective to develop a knowledge management implementation (KMI) framework for the Libyan banking industry. The framework was developed and tested using three Libyan banks (LBs) and one bank from the United Kingdom (UK). Domain expertise was selected from the financial sector and academia to validate all results and findings. Research findings identified that the body of literature surrounding KM (from a Western perspective), could be applied to the Libyan context with a high degree of congruence. Moreover, the Libyan banking industry has now reached a level of maturity to embrace this framework as part of its core business practices. Several critical KM implementation areas were identified for incorporation (linked to organisational maturity). However, no definitive measurable leverage could be ascertained from this study, the aspect of which would need to form part of a larger study using cross-case analysis and multiple replications.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

E-readiness in construction: an incongruous paradigm of variables

The construction industry has witnessed unprecedented levels of technological change over the last 10 years in particular, the corollary of which has required key decision makers to fundamentally re-think the way they: (a) have undertaken business in the past; (b) are currently doing business at the moment; and, (c) will need to change their business practices in order to compete in the future. This research attempts to understand this trichotomy, with a specific emphasis on understanding key decision makers' perception of e-readiness within the context of the construction industry. Research findings highlighted the importance of People, Process and Technology, along with five core enablers that are deemed priority areas for operationalisation. The rubrics for managing these dependences are also discussed in the context of future leveraging opportunities. This research reports the significant importance of ICT to capture, store and reuse knowledge in the organisational and demonstrates the need for the organisation to be e-ready