Assessment of Knowledge Management Capabilities of the Nigerian Quantity Surveying Firm
Chapter One
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To identify the capabilities for adopting KM in the Nigerian Quantity Surveying firms
- To establish the extent to which each capability is met by these firms.
- To determine the differences in the opinions across various categories of the respondents in view of KM capabilities in these firms.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Concept of Knowledge Management
In order to start a discussion on KM and to understand what KM is. It is necessary to understand the main definitions and aspects of KM theory. The first aspect to be highlighted is to distinguish in the literature on KM concepts such as data, information and knowledge (Corbin, Dunbar and Zhu 2007). Information is seen as accumulated data in some place, while knowledge resides in human brains and involves the experience of the person and his or her personal beliefs which influence the judgment process of this person (Egbu et al., 1999). The most common representation of knowledge is placed on top of conceptual pyramid, the foundation of which is data (Davenport 1998). Data is defined as facts without context; when it is further organised and analysed, data becomes ‘information’ and only when information is put into a logical and understandable context can it become ‘knowledge’ (Gunnlaugsdottir, 2003). Data, from Davenport and Prusak (1997) point of view is generally identified as a set of discrete facts about events. Most organisations capture significant amounts of data in highly structured databases. The core value activity around business data is the ability to analyse, synthesis, and then transform the data into the information and knowledge. The concept of knowledge is different from information. Information, which can be attributed with facts about the real world, is the core of knowledge. Information is the outcome of capturing and providing context to experiences and ideas. Drucker (1989) states that; “Knowledge is information that changes something or somebody, either by becoming grounds for actions or by making an individual (or an institution) capable of different or more effective action”. This makes it clear that knowledge is naturally personal and intangible. Information, on the other hand, is tangible and available to anyone who is willing to find it. For knowledge to be of value it must be focused and current, tested and shared. This caring for and sharing of knowledge has become one of the most debated topics in business. It is called ‘knowledge management’
Types of Knowledge
The complexity of KM is largely attributed to the fact that knowledge is multidimensional. Davenport and Prusak (1998) define knowledge as a “fluid mix of framed experiences, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knower’s. In organisations, it often becomes embedded not only in documents or repositories but also in organisational routines, processes, practices, and norms”. Nevertheless, and despite the more purist philosophical conceptualisations of knowledge, the literature in KM distinguishes different types of knowledge in order to be able to propose its management. KM authors divide and typify knowledge in different ways. For example, some authors differentiate technical and strategic types, (Liebeskind, 1996). Grant (1996) proposes practical knowledge, intellectual knowledge (scientific, humanistic and cultural), pastime knowledge (news, gossip, and stories) and undesired knowledge. Garvin (1998) and Brown and Duguid (2000) focused on issues related to problem-solving knowledge in work practices and knowledge associated with coordination and tactical issues. Finally, the more common characterization of knowledge is tacit knowledge, explicit knowledge and implicit knowledge (Nonaka, 1995; Nonaka and Konno, 1998; Srikantaiah and Koenig, 2000; Cavusgil et al., 2003).
Explicit knowledge
Explicit knowledge can be formalised and represented, and thus articulated in formal languages. This is the type of knowledge that most critiques of KM equate to information (e.g. Wilson, 2002). As information, explicit knowledge can be easily stored, retrieved, shared and disseminated within organisations. According to Srikantaiah and Koenig (2000) some examples of explicit knowledge are found in commercial publications, e-mail, internet, GroupWare, intranets, database, organisational business records and self-study material. The management of explicit knowledge usually includes the creation, generation or acquisition of that knowledge and should be supported by a number of information and communication technologies (ICT). The process includes: 1. codification and organisation; 2. access and dissemination; and 3. Use and application.
Tacit knowledge
According to Ryle (1984), the distinction between tacit knowledge and explicit knowledge has sometimes been expressed in terms of knowing-how and knowing-that respectively; or in terms of a corresponding distinction between embodied knowledge and theoretical knowledge (Barbiero, 2002). The term “tacit knowledge” was first coined by Polanyi (1958) and refers to hidden or non-verbalised intuitive and unarticulated knowledge (Cavusgil et al., 2003). More pragmatically, tacit knowledge can be described as experience that is embedded in an individual such as perspective and inferential knowledge. It includes insights, hunches, intuitions, and skills that are highly personal and difficult to formalize, and as a result are hard to communicate or share with others. Tacit knowledge therefore cannot be easily codified and thus is not readily transferable from one person to another. It can only be “learned” by close association over an extended period of time (Nunes et al., 2005). Srikantaiah and Koenig (2000) came to the conclusion that, the core differentiation between information management (IM) and KM lies in the assumption that tacit knowledge forms the basis of intellectual capital of an organisations and needs to be expressed and managed. Traditionally, IM authors do not consider tacit knowledge in their frameworks and models and focus on explicit knowledge alone. Explicit knowledge is relatively uncomplicated, therefore, it is with tacit knowledge that KM enters into a new and unexplored field. According to Srikantaiah and Koenig (2000) and Nonaka (1991) explicit and tacit knowledge have a symbiotic relationship where each contribute or benefit from the other. In order for KM to be effective it is essential that both explicit and tacit knowledge are present in the organisation’s infrastructure.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study Assessment of knowledge management capabilities of the Nigerian quantity surveying firm
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
(ii)Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
Population of a study is a group of persons or aggregate items or things. The researcher is interested in getting information on Assessment of knowledge management capabilities of the Nigerian quantity surveying firm. 200 staffs of construction company in Delta state were selected randomly by the researcher as the population of the study.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
DATA ANALYSIS
The data collected from the respondents were analyzed in tabular form with simple percentage for easy understanding.
A total of 133(one hundred and thirty three) questionnaires were distributed and 133 questionnaires were returned.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain Assessment of knowledge management capabilities of the Nigerian quantity surveying firm. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of knowledge management capabilities of the Nigerian quantity surveying firm
Summary
This study was on Assessment of knowledge management capabilities of the Nigerian quantity surveying firm. Three objectives were raised which included: To identify the capabilities for adopting KM in the Nigerian Quantity Surveying firms, to establish the extent to which each capability is met by these firms and to determine the differences in the opinions across various categories of the respondents in view of KM capabilities in these firms. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staffs of selected constructions companies in Delta state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made supervisors, HRMs, senior staff and administrative staffs were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
The need to assess the KM capabilities of the Nigerian Quantity Surveying firms has become imperative because of it paramount importance in view of implementing KM concept. The findings revealed that most Quantity Surveyors are in the view that knowledge is a vital resource to any firms that owns it and it will definitely enhance the performance of that firm. Results shown that, most employees in the Quantity Surveying firms are exposed to the low motivation which most times demoralized them in generating and sharing knowledge willingly. It is therefore important for Quantity Surveying firms to motivate their employees appropriately so that their capabilities of managing knowledge would be enrich.
Recommendation
The results indicated that motivation was the least in the KM capability areas attained in the firms, improving it through appropriate incentives would strengthen the KM capabilities in the Nigerian Quantity Surveying firms. It is also recommended that, providing user friendly technology, human development through training and developmental workshops and also establishing flexible working arrangement will enhance their KM capabilities. Carrot and stick approach should be implemented in the firms that will enhance employee’s capability.
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