Tacit Knowledge Capture in Thai Design and Consulting Firms
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Abstract
Tacit knowledge in the construction industry is essential in the development and innovation of the operation. It also helps improve the built environment in the communities. The purpose of this research was to develop an effective process to capture tacit knowledge gained from project operations. To understand the complex processes happening within the firms in the Thai construction industry, an action research approach was adopted. Two well-established design and consulting firms participated in the study. After two iterations of action research, the four-stage process of tacit knowledge capture was proposed: (1) develop the firm's strategic knowledge containers, (2) reflect on past project experiences, (3) identify project learning and new knowledge and (4) validate and test new knowledge. It was emphasised that a firm should put significant effort in identifying the strategic knowledge and capabilities required in order to establish the knowledge containers which were clearly understood by all staff. Once the new knowledge had been tested, validated and accumulated in the knowledge containers, it would change the operations in the subsequent projects. The process should be conducted at the end of the project to allow sufficient time required for reflection of knowledge attained during the project operation.
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