Identifying the maturity level of knowledge management in Kayson Construction Company based on the Asian productivity model.

Tabe Jamaat, Sajad; Ahmadi, Hassan; Barmayehvar, Behnod

doi:10.22055/slis.2022.41729.1906

Identifying the maturity level of knowledge management in Kayson Construction Company based on the Asian productivity model.

Document Type : Original Article

Authors

Sajad Tabe Jamaat ¹

Hassan Ahmadi ²

Behnod Barmayehvar ³

¹ PhD student in engineering and construction management, Department of Civil Engineering, Islamic Azad University, Roudehen Branch, Tehran, Iran

² Assistant professor, Department of Civil Engineering, Roudehen Branch, Islamic Azad University

³ Assistant Professor, Department of Technology of Architecture, University of Art, Tehran, Iran.

https://doi.org/10.22055/slis.2022.41729.1906

Abstract

Purpose: Considering how the goal of knowledge management (KM) is the maximization of capital return rate to the organization, it is essential to use measurement indicators in order to convince the managers and stakeholders about the benefits and the value of organizational KM innovations. The most important task when trying to properly implement KM in an organization is to identify its knowledge position. Assessment of knowledge management maturity (KMM) allows companies (organizations) who are carrying out KM projects to evaluate their KM activities in a comprehensive manner ,recognize their place and position in KM systematically,
Methodology: The current research is conducted using a descriptive survey method with a practical approach. The statistical population of the research includes all managers and senior experts at the Kayson Corporation. The statistical sample is selected from people who have more than 5 years of experience in the construction field and have been present in this company since the beginning of KM solutions implementation. 147 managers and experts are eligible to be included in the statistical sample of the research, but sampling was ceased due to the possibility of non-cooperative individuals during the research. The standard KM evaluation questionnaire of the APO is used as the data collection tool. To measure the importance-performance, the items of KMM questionnaire are used in the form of the importance-performance matrix (Martilla & James, 1998). To check the validity of the data collection tool, confirmatory factor analysis was used, and Cronbach's alpha test was used to check the reliability of the data collection tool. In order to analyze data, in addition to descriptive statistics tests, one-sample t-test was used with the help of SPSS software.
Conclusion: Based on the gained results, in order to reach a desirable level of KM in Kayson Corporation actions have to be taken in regards to the applications of scientific and technological processes concerning continuation of the current strategy, leadership and people dimensions, cessation of capital and resource allocation, Learning and innovation, indifference and Process improvement and investment in respect to KM process and results.

Keywords

knowledge management maturity

Construction

Importance-performance matrix

Knowledge management

Asian Productivity model

Subjects

Knowledge Management

Akay, M. N., & Welly, J. (2022). Knowledge management maturity assessment in finance and IT department PT XYZ. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, 5(2), 11912–11924. https://www.bircu-journal.com/index.php/birci/article/view/5024

Akhavan, P., & Philsoophian, M. (2018). Designing an expert fuzzy system to select the appropriate
knowledge management strategy in accordance with APO model and Bloodgood KM strategies: A case
study. VINE Journal of Information and Knowledge Management Systems, 48(2), 277–293. https://doi.org/10.1108/VJIKMS-08-2017-0051

Ansari, M., Youshanlouei, H. R., & Mood, M. M. (2012). A conceptual model for success in implementing knowledge management: A case study in Tehran municipality. Journal of Service Science and Management, 5(3), 212–222. https://doi.org/10.4236/jssm.2012.52026

Arantes, L. S., Junior, O. M., Viegas, T. D. O. C., & Rohenkoh, J. E. (2021). Maturity and level of knowledge management in the company: An application of Nonaka and Takeuchi model and fuzzy logic. Gestão & Produção, 28(2), e5305. https://doi.org/10.1590/1806-9649-2020v28e5305

Asian Productivity Organization. (2020). Knowledge management tools and techniques manual. APO.

Conley, C. A., & Zheng, W. (2009). Factors critical to knowledge management success. Advances in Developing Human Resources, 11(3), 334–348. https://doi.org/10.1177/1523422309338159

Emiliano de Souza, D., Favoretto, C., & Carvalho, M. M. (2022). Knowledge management, absorptive and dynamic capacities and project success: A review and framework. Engineering Management Journal, 34(1), 50–69. https://doi.org/10.1080/10429247.2020.1840876

Farokhian, A., Tavakoli, H. M., & Salajeghe, S. (2019). Identification and explanation of the factors related to knowledge management in supreme audit court. Revista Inclusiones: Revista de Humanidades y Ciencias Sociales, 6(14), 66–76. https://revistainclusiones.org/index.php/inclu/article/view/2014

Ganji Bidmeshk, O., Mehraeen, M., & Ghaffari, K. (2022). Providing a framework for measuring knowledge management maturity in public organizations: A case study of Ferdowsi University. The Journal of Productivity Management, 16(2), 23–49. https://journals.iau.ir/article_692267.html

Kale, S., & Karaman, A. E. (2012). Benchmarking the knowledge management practices of construction firms. Journal of Civil Engineering and Management, 18(3), 335–344. https://doi.org/10.3846/13923730.2012.698910

Kianfar, F., Abbaspour, A., Nili Ahmadabadi, M. R., Rahimian, H., & Momeni, E. (2019). A survey on the current status of knowledge management of Payame Noor University of Khuzestan Province. Modiriat-e-Farda, 57(57), 203–218. http://www.modiriyatfarda.ir/fa/Article/25673

Kukulies, J., Falk, B., & Schmitt, R. (2016). A holistic approach for planning and adapting quality inspection processes based on engineering change and knowledge management. Procedia CIRP, 41, 667–674. https://doi.org/10.1016/j.procir.2015.12.028

Maier, R., & Schmidt, A. (2015). Explaining organizational knowledge creation with a knowledge maturing model. Knowledge Management Research & Practice, 13(4), 361–381. https://doi.org/10.1057/kmrp.2013.56

Martilla, J. A., & James, J. C. (1997). Importance–performance. Journal of Marketing, 41(1), 77–79. https://doi.org/10.1177/002224297704100112

Naser, S. S. A., Al Shobaki, M. J., & Amuna, Y. M. A. (2016). Knowledge management maturity in universities and its impact on performance excellence: Comparative study. Journal of Scientific and Engineering Research, 3(6), 1–10.

Naser, S. S. A., Al Shobaki, M. J., & Amuna, Y. M. A. (2016). Promoting knowledge management components in the Palestinian higher education institutions: A comparative study. International Letters of Social and Humanistic Sciences, 73, 42–53. https://doi.org/10.18052/www.scipress.com/ILSHS.73.42

Niknamian, S. (2019a). Explanation of valuation criteria based on maturity level of knowledge management. SSRN. https://doi.org/10.2139/ssrn.3353574

Niknamian, S. (2019b). The relationship between valuation criteria and maturity level of knowledge management: An empirical analysis. IUP Journal of Knowledge Management, 17(2), 7–20. https://doi.org/10.31219/osf.io/jqg2r

Park, C., Ghauri, P. N., Lee, J. Y., & Golmohammadi, I. (2022). Unveiling the black box of IJV innovativeness: The role of explicit and tacit knowledge transfer. Journal of International Management, 28(2), 100956. https://doi.org/10.1016/j.intman.2022.100956

Pereira, L., Fernandes, A., Sempiterno, M., Dias, Á., Lopes da Costa, R., & António, N. (2021). Knowledge management maturity contributes to project-based companies in an open innovation era. Journal of Open Innovation: Technology, Market, and Complexity, 7(2), 126. https://doi.org/10.3390/joitmc7020126

Ranjbarfard, M. (2016). Customer knowledge management maturity model for insurance sector. International Research Journal of Applied and Basic Sciences, 10(7), 938–951.

Rivera, G., & Rivera, I. (2016). Design, measurement and analysis of a knowledge management model in the context of a Mexican university. Innovar, 26(59), 21–34. https://doi.org/10.15446/innovar.v26n59.54320

Saghafi, F., Hourali, M., & Eslami, M. (2021). Designing the local framework for evaluating knowledge management maturity. Journal of Business Intelligence Management Studies, 9(35), 129–154. https://doi.org/10.22054/IMS.2020.47401.1613

Sarjana, S., & Djajasinga, N. D. (2022). Scientific evolution of knowledge management in meta-analysis studies. Central Asia and the Caucasus, 23(1), 3409-3419. https://ca-c.org/index.php/cac/article/view/310

Seidler-de Alwis, R., & Hartmann, E. (2008). The use of tacit knowledge within innovative companies: Knowledge management in innovative enterprises. Journal of Knowledge Management, 12(1), 133–147. https://doi.org/10.1108/13673270810852449

Sever, I. (2015). Importance–performance analysis: A valid management tool? Tourism Management, 48, 43–53. https://doi.org/10.1016/j.tourman.2014.10.022

Shamia, M. J., Al Shobaki, M. J., Abu-Naser, S. S., & Amuna, Y. M. A. (2018). Using the Asian knowledge model “APO” as a determinant for performance excellence in universities: Empirical study at Al-Azhar University–Gaza. International Journal of Information Technology and Electrical Engineering, 7(1), 1-19. https://philpapers.org/rec/SHAUTA

Soltani, S., Tavallaee, R., Slambolchi, A., & Ghasemi Nezhad, Y. (2021). Assessing the maturity level of knowledge management using the maturity model of the Asian Productivity Organization (APO): A case study of Iran Gas Transmission Company. Journal of Business Management, 50(2), 130–149. https://journals.iau.ir/article_683084.html

Van den Hooff, B., & Huysman, M. (2009). Managing knowledge sharing: Emergent and engineering approaches. Information & Management, 46(1), 1–8. https://doi.org/10.1016/j.im.2008.09.002