Conclusions and implications
There is increasing recognition that knowledge management
is a key capability for construction firms in today’s
business environment. Therefore, construction firms should
develop or use models, tools, and techniques that can enable
them to evaluate and improve their knowledge management
skills. The research presented here proposes a benchmarking
model to address these issues. It builds on the concept of
benchmarking, knowledge management models, and fuzzy
set theory. The model proposed in this paper can be used by
construction firms as an internal performance measurement
tool to evaluate their knowledge management performance,
identify performance gaps in their knowledge management
practices, and identify those knowledge management practices
that need improvement to succeed in the future. The iterative
process of identifying, rating, and weighting knowledge
management criteria helps strategic leaders to understand
which knowledge management enablers and processes are
important and how knowledge management processes and
enablers are linked to their firm’s knowledge management
performance.