Organisational strategies provide a framework for decision making (Boseman and Phatak,
1989). Without such a strategy KM may be approached in a haphazard manner without any
boundaries defined. Construction companies have been practising some form of knowledge
management for some time. It is only in doing so that they, and the professional teams that operate within them, have developed national and international expertise in certain areas of work. The term ‘Knowledge Management’ is relatively new to construction organisations and there continues to be a debate on whether it is a passing management fad or whether it forms a permanent company asset. Informed companies realise it is an important nonmonetary asset to the organisation and can assist in maintaining competitive advantage. There are a few companies interested in the concept; some have appointed knowledge management officers but others see KM as limited to the use of Intranets.