Dynamic Effects of Management Support on Knowledge-Based Competitiveness in Construction Companies
Abstract
1. Introduction
- Does management support influence KM implementation and KBC enhancement, specifically through budget allocation?
- How can KBC be enhanced through KM implementation in the short and long term?
2. Literature Review
3. Methodology
3.1. Research Flow
3.2. Conceptual Framework of KBC Enhancement
3.3. Scoring System of the Conceptual Framework
3.4. SD Modeling Approach
3.5. The SD Model of KBC Enhancement
4. Results
4.1. Simulation Results
4.2. Scenario Analysis
4.2.1. Budget Allocation Scenario
4.2.2. Short- and Long-Term Plan Scenario
5. Discussion
6. Conclusions
- Management support, through budget allocation, has an important role in KBC enhancement (Hypothesis 1).
- Short- and long-term strategies to enhance KBC can be set through KM implementation, focusing on human-centered activities (i.e., activities in the KU, KD, KA, and KR factors) and technology-driven activities (i.e., activities in the KS factor) (Hypothesis 2).
Author Contributions
Funding
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Author | Methodology | Contribution |
---|---|---|
Ahmad and An [21] | Qualitative study | Developed a practical KM model focusing on the effectiveness of tacit/explicit KM. |
Abuezhayeh [25] | Questionnaires, qualitative interviews, hypothesis testing | Proposed a conceptual framework, a tool to enable improved decision-making, for KM-BPM integration, emphasizing strategic and operational alignment. |
Albooyeh and Yaghmaie [20] | Fuzzy analytic hierarchy process | Introduced fuzzy decision models for comparative KM evaluations across organizations. |
Altaie and Dishar [36] | Surveys, statistical analysis | Enhanced construction project success in Iraq by improving the KM process through AI applications. |
Chen and Fong [22] | SD modeling | Provided a comprehensive and dynamic KM evaluation framework focusing on long-term strategic alignment. |
Debs and Hubbard [34] | Qualitative interviews, surveys | Identified gaps in knowledge capture, highlighted the need for systematic protocols and recommended improvements for reuse. |
Eken et al. [35] | Interview with construction experts. | Introduced an effective digital tool for lessons learned management, enhancing organizational learning via technology. |
Fong and Kwok [18] | Empirical surveys, statistical analysis | Explained how cultural type influences KM, with practical implications for fostering sharing in construction firms, increasing the chances of success. |
Idrees et al. [24] | Survey; structural equation modeling | Quantified the impact of KM on performance and clarified the mediation role of innovation in construction organizations. |
Jia et al. [26] | Empirical survey, component-based structural equation modeling | Provided understanding of how knowledge shared in virtual spaces could be leveraged for improving management performance in construction project teams |
Khoa and Chinda [30] | Survey; structural equation modeling | Offered empirical evidence linking KM to competitiveness, recommended actions to enhance KM in construction, and developed a validated self-assessment tool for construction firms. |
Kokkaew et al. [6] | Survey, structural equation modeling | Offered guidance for human resource managers in construction companies. |
Leal, Cunha and Couto [27] | Comprehensive literature review | Guided organizations in fostering effective KS practices. |
Mandičák, Mésároš and Tkác [38] | Case studies, surveys | Supported BIM’s strategic role in management and highlighted practical ways to enhance KM. |
Nobert Leo Raja, Dhamodharn and Janardhanan [28] | Literature review, group interview | Proposed a model for ICT-enabled KM in project-based industries. |
Perotti et al. [31] | Literature synthesis, conceptual analysis | Introduced the concept of knowledge sabotage. |
Tabejamaat et al. [23] | Quantitative survey, structural equation modeling | Showed the relationships between KM infrastructure, job satisfaction, and productivity in the construction industry. |
Wang and Meng [33] | Literature review, survey | Provided a framework for integrating BIM into KM in construction. |
Wang et al. [29] | Quantitative survey, structural equation modeling | Linked social structures with KM and innovation. |
Yan et al. [37] | Systematic literature review, content analysis, bibliometric mapping | Identified research gaps and suggested future directions to enhance KM. |
Yap and Lock [32] | Questionnaire survey, statistical analysis | Highlighted the importance of soft factors in KM and provided policy recommendations for SMEs. |
Budget Perspective | Factor | Associated Item | Total Score | ||||
---|---|---|---|---|---|---|---|
Name | Maximum Score | Name | Definition | Initial Score | Maximum Score | ||
Technology-related | KS | 241 | KS1 | Accessing the control system | 5.9 | 41.0 | 241 |
KS2 | Automating data validation | 6.2 | 43.4 | ||||
KS3 | Applying a data warehouse platform | 5.6 | 38.6 | ||||
KS4 | Digitally archiving system | 4.6 | 31.3 | ||||
KS5 | Storing lessons learned in a database | 6.2 | 43.4 | ||||
KS6 | Having an automated storage workflow | 6.2 | 43.4 | ||||
Human-related | KA | 101 | KA1 | Gathering client insights through direct feedback and interactions | 2.7 | 14.1 | 539 |
KA2 | Collecting market intelligence from competitors via observation and analysis | 2.7 | 14.1 | ||||
KA3 | Learning from employee performance reviews and KPI evaluations | 2.7 | 14.1 | ||||
KA4 | Interpreting financial reports to inform managerial decision-making | 2.9 | 15.2 | ||||
KA5 | Conducting market research using interviews, surveys, and fieldwork | 3.1 | 16.2 | ||||
KA6 | Sharing printed knowledge materials with project teams and stakeholders | 2.4 | 12.1 | ||||
KA7 | Applying industry benchmarking results through collaborative discussion and analysis | 2.9 | 15.2 | ||||
KD | 180 | KD1 | Facilitating interactive dialogue and feedback sessions between teams | 8.9 | 43.2 | ||
KD2 | Conducting one-on-one mentorship and knowledge transfer programs | 9.4 | 45.0 | ||||
KD3 | Sharing product and process insights through team workshops and training | 9.4 | 45.0 | ||||
KD4 | Coordinating cross-departmental meetings for market trend updates | 9.8 | 46.8 | ||||
KR | 126 | KR1 | Adapting services based on client feedback and requirements | 4.4 | 21.4 | ||
KR2 | Addressing client concerns during technological transitions | 4.7 | 22.7 | ||||
KR3 | Developing strategic responses to competitive market actions | 4.2 | 20.2 | ||||
KR4 | Implementing solutions based on employee feedback and suggestions | 3.9 | 18.9 | ||||
KR5 | Adjusting business strategies to align with market development | 4.9 | 23.9 | ||||
KR6 | Applying lessons learned from past project experiences | 3.9 | 18.9 | ||||
KU | 132 | KU1 | Implementing process improvement based on organizational experience | 5.6 | 26.4 | ||
KU2 | Developing competitive strategies through market insights | 5.2 | 25.1 | ||||
KU3 | Guiding strategic planning with collective organizational wisdom | 5.8 | 27.7 | ||||
KU4 | Applying team expertise to resolve operational challenges | 5.2 | 25.1 | ||||
KU5 | Enhancing business operations through best practices | 5.8 | 27.7 | ||||
- | CP | 220 | CP1 | Time | 5.7 | 30.8 | 220 |
CP2 | Cost | 5.4 | 28.6 | ||||
CP3 | Quality | 5.7 | 30.8 | ||||
CP4 | Productivity | 5.7 | 30.8 | ||||
CP5 | Employee’s satisfaction | 5.7 | 30.8 | ||||
CP6 | Client’s satisfaction | 6.2 | 33.0 | ||||
CP7 | Innovation | 6.6 | 35.2 | ||||
Total KBC score | 186.2 | 1000 | 1000 |
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Khoa, V.D.; Chinda, T. Dynamic Effects of Management Support on Knowledge-Based Competitiveness in Construction Companies. Buildings 2025, 15, 2015. https://doi.org/10.3390/buildings15122015
Khoa VD, Chinda T. Dynamic Effects of Management Support on Knowledge-Based Competitiveness in Construction Companies. Buildings. 2025; 15(12):2015. https://doi.org/10.3390/buildings15122015
Chicago/Turabian StyleKhoa, Vo Dang, and Thanwadee Chinda. 2025. "Dynamic Effects of Management Support on Knowledge-Based Competitiveness in Construction Companies" Buildings 15, no. 12: 2015. https://doi.org/10.3390/buildings15122015
APA StyleKhoa, V. D., & Chinda, T. (2025). Dynamic Effects of Management Support on Knowledge-Based Competitiveness in Construction Companies. Buildings, 15(12), 2015. https://doi.org/10.3390/buildings15122015