Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 31824
Knowledge Management Challenges within Traditional Procurement System

Authors: M. Takhtravanchi, C. Pathirage


In the construction industry, project members are conveyor of project knowledge which is, often, not managed properly to be used in future projects. As construction projects are temporary and unique, project members are willing to be recruited once a project is completed. Therefore, poor management of knowledge across construction projects will lead to a considerable amount of knowledge loss; the ignoring of which would be detrimental to project performance. This issue is more prominent in projects undertaken through the traditional procurement system, as this system does not incentives project members for integration. Thus, disputes exist between the design and construction phases based on the poor management of knowledge between those two phases. This paper aims to highlight the challenges of the knowledge management that exists within the traditional procurement system. Expert interviews were conducted and challenges were identified and analysed by the Interpretive Structural Modelling (ISM) approach in order to summarise the relationships among them. Two identified key challenges are the Culture of an Organisation and Knowledge Management Policies. A knowledge of the challenges and their relationships will help project manager and stakeholders to have a better understanding of the importance of knowledge management.

Keywords: Challenges, construction industry, knowledge management, traditional procurement system.

Digital Object Identifier (DOI):

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1025


[1] C. P. Pathirage, R. D. G. Amaratunga, and R. P. Haigh, “Tacit knowledge generation and utilisation in the construction industry”, in: Cobra, 2008, Dublin Institute of Technology, Republic of Ireland.
[2] S. Mohanty, B. Panda, H. Karelia, and R. Issar, “Knowledge Management in Disaster Risk Reduction: The Indian Approach,” 2006.
[3] R. E. Landaeta, “Evaluating Benefits and Challenges of Knowledge Transfer Across Projects,” Engineering Management Journal, vol. 20, no. 1, pp. 29-39, 2008.
[4] M. Takhtravanchi, and C. Pathirage, “The importance of tacit knowledge integration within traditional project environment: A critical review,” in: 12th International Postgraduate Research Conference (IPGRC 2015), Salford Quays, June, 2015.
[5] M. Shokri-Ghasabeh, and N. Chileshe, “Knowledge management: Barriers to capturing lessons learned from Australian construction contractors' perspective,” Construction Innovation, vol. 14, no. 1, pp. 108 – 134, 2014.
[6] L. Kanapeckiene, A. Kaklauskas, E. K. Zavadskas, and E. K. Seniut, “Integrated knowledge management model and system for construction projects,” Engineering Applications of Artificial Intelligence, vol. 23, pp. 1200-1215, 2010.
[7] P. E. D. Love, R. Lopez, and D. J. Edwards, “Reviewing the past to learn in the future: Making sense of design errors and failures in construction,” Struct. Infrastruct. Eng., vol. 9, no. 7, pp. 675–688, 2013.
[8] F. Zhu, X. Sun, X. Xu, and Z. Haider, “A Knowledge Integration Framework of EPC Project Based on KBS and Stakeholder Networks,” International Journal of Innovative Computing, Information and Control, vol. 10, no. 2, pp. 703-715, 2014.
[9] Department for Business, Innovation and Skill (2013). Construction 2025. Available at: (accessed: 4 February 2016)
[10] N. Aziz, D. Gleeson, and M. Kashif,, “Barriers and enablers of knowledge sharing: a qualitative study of ABB, Bombardier,” Ericsson and Siemens, School of Sustainable Development of Society and Technology, Bachelor Thesis in Business Administration, 2012
[11] Z. Ding, and F. Ng, “Knowledge sharing in architectural design institutes: a multiple-case study,” Construction Innovation: Information, Process, Management, vol. 10, no. 3, pp. 267-285, 2010.
[12] M. Cheng, “Research on the Knowledge Transfer in Construction Projects,” Industrial Engineering and Engineering Management, IE&EM'09, 16th International Conference, 2009.
[13] J. W. E. Masterman, An introduction to Building Procurement Systems, 2nd ed, London: E & FN Spon, 2002.
[14] J. Warfield, Societal Systems: Planning, Policy and Complexity, New York, NY: John Wiley & Sons, Inc, 1976.
[15] P. Charan, R. Shankar, and R. K. Baisya, “Analysis of interactions among the variables of supply chain performance measurement system implementation,” Business Process Management Journal, vol. 14, no. 4, pp. 512-529, 2008.
[16] R. Attri, N. Dev, and V. Sharma, “Interpretive Structural Modeling (ISM) approach: An Overview, “Res. J. Management Sci, vol. 2, no. 2, Feb 2013, pp. 3-8.
[17] A. Barve, “Impact of Supply Chains Agility on Customer Satisfaction,” 2010 International Conference on E-business, Management and Economic IPEDR, vol. 3, IACSIT Press, Hong Kong, 2011.