A conceptual model for exploring knowledge channelization from sources of innovation in construction organizations: extending the role of knowledge management

The model presented in this paper is a conceptual one, based upon analysis of the literature and a series of preliminary interviews in the construction industry. It is a part of a research project that is examining knowledge management and innovation in the Australian construction industry. Extensive research has focused on the various types of knowledge contained within specific organizational settings exists in the domain of knowledge management. However, rather less research is available that considers the flow of knowledge from sources of innovations and its channelization in and out, and between organizations. The premise of the model lies in a hypothesis that an organization changes itself into a more mature, learning organization over time. Specifically, knowledge flows into it through “pull” rather than “push” forces. This paper concludes that a successful knowledge management initiative installs a learning and knowledge sharing culture, which is easily adaptable to the new learning, and poses little resistance to the new knowledge that flows in the organization. The model is an attempt to bridge the gap between research and its practical application in construction through knowledge management, which is important to improve the low productivity levels of the construction industry.

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