Can a Knowledge Sharing Model be built for the Construction Industry -A Case Study of Knowledge Management at Skanska UK

Abstract: Issue of study: Knowledge management is recognised as an essential part of company strategy, with the potential to generate significant competitive advantage. The theoretical basis of knowledge management is well developed, however the practical implementation is not well adapted with regards to construction organisations. More research with a practical perspective regarding knowledge management was therefore considered needed. Purpose: The purpose of the thesis is to contribute to a deeper understanding how to manage knowledge sharing within a large construction company, by developing a framework for knowledge sharing. Methodology: A case study has been conducted at Skanska UK, where interviews, observations and surveys have been conducted, at the majority of the Skanska UK departments. The thesis is conducted in an abductive approach where theories regarding knowledge management, change management and network-theory have resulted in a framework called Effective Knowledge Sharing Model. Conclusion: The thesis has resulted in the model; Effective Knowledge Sharing (EKS). The model can be used as a guide for large project based organisations when implementing knowledge sharing systems. It can also be used as a tool when evaluating current knowledge management systems within large project based organisations. The EKS model shows how organisations should think when applying knowledge sharing systems. The four dimensions; knowledge boundaries, learning processes, technical boundaries and change/implementation management together with cultural influence and “what kind of knowledge to share” constitute the framework and each dimension include factors and steps contributing to effective knowledge sharing. The main conclusion when working with the wide subject of knowledge management is that defining which kind of knowledge should be shared, and how to share it is of greatest importance. The main conclusion when applying the EKS model at Skanska UK, is that there are many different knowledge sharing systems existing within the organisation, but they are lacking both regarding how they were implemented and how they are constructed to be used. The knowledge management systems are focused on explicit knowledge and tacit knowledge sharing is lacking. Another conclusion for this study has been that each dimension regarding knowledge sharing needs to be considered in symbiosis to enable effective knowledge sharing, and all dimensions need to work together to foresee the synergies.