HRM Strategies for Promoting Knowledge Sharing within Construction Project Organisations: A Case Study

HRM Strategies for Promoting Knowledge Sharing within Construction Project Organisations: A Case Study

Andrew R.J. Dainty (Loughborough University, UK), Jidong Qin (Loughborough University, UK) and Patricia M. Carrillo (Loughborough University, UK)
DOI: 10.4018/978-1-59140-360-9.ch002
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Abstract

Construction projects present an extremely challenging context for exchanging knowledge, as information must flow across both project and professional interfaces. This chapter explores innovative solutions to encouraging knowledge sharing within a large construction company based in Hong Kong. The techniques used comprised a sophisticated combination of HRM approaches aimed at breaking down barriers to open communication and reciprocal knowledge exchange. These were supported by a bespoke intranet-based knowledge repository to allow access to knowledge as it was captured from employees’ project experiences. The case study demonstrates that, whilst all of the approaches could facilitate knowledge sharing and management within the construction project environment, to be effective they must be underpinned by a supportive culture, effective communication structures, and appropriate HRM practices. A policy framework is proposed which attempts to align reward and appraisal systems, work processes, and organisation design in a way that encourages knowledge sharing in other large construction firms.

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