Reflecting on knowledge management as an enabler of innovation in project-based construction firms

Purpose - This article explores the ways innovation becomes enabled through knowledge management and sharing which has important implications for establishing and sustaining the culture of innovative thinking in project-based construction firms. We adopt reflective practitioner perspective in order to explore this relationship. Design/methodology/approach - Thirty semi-structured interviews were conducted with the construction sector professionals whose rules are most relevant in the connection between innovation and knowledge management. Thematic analysis and cognitive mapping technique were used to analyse the interview data. Findings - The research findings indicate that due to the complexity of project-based construction firms a more holistic approach to knowledge management and organisational learning at the firm level is required. This would enable a culture of continuous and coordinated knowledge flow that facilitates innovation and continuous improvement in project-based firms. Practical implications - This article has important implications for practising managers in project-based construction firms. By better understanding the ways organisational knowledge can be managed to become an enabler of innovation would allow to build and enhance firms’ innovative capabilities, individual and team competencies. There is a real need for innovation knowledge managers as formal job positions in the construction sector. Originality/value - This article contributes to construction innovation and project management research and practice by providing insights into establishing and sustaining the culture of learning and innovative thinking.