Knowledge management practices in large construction organisations

Abstract

Purpose This paper aims to investigate how large UK construction organisations manage their knowledge assets. It then proposes STEPS, a mechanism for benchmarking organisation's knowledge management maturity. Design/methodology/approach This paper adopts a case study methodology using four large UK construction organisations. Findings The investigation shows that the UK‐based companies with international operations are ahead of their national counterparts in their KM implementation efforts. The paper concludes that construction organisations are likely to be successful in implementing KM if appropriate considerations are given to strategy formulation, implementation issues addressed and the link between KM and business strategy is strengthened. Originality/value The paper proposes a mechanism, entitled STEPS, for benchmarking the maturity of large construction organisations' knowledge management practices. It then uses case study organisations to demonstrate how the STEPS model should be used.