| Abstract | The construction sector is characterized by extremely knowledge-intensive activities, requiring specialized expert knowledge and is inherently dynamic, complex, competitive, and subject to highly turbulent environments. Throughout the years, managing knowledge have been carried out informally in construction sectors. In this knowledge age, construction organizations urgent require a formal approach of knowledge management (KM) as a valuable strategic organizational asset because informal approaches are not sufficient to align with the current digitalization and dynamic market conditions. The study’s primary objective is to investigate the knowledge infrastructure factors that affect KM process within construction organizations and the contribution of these processes to project and company performance. A triangulation method of both quantitative and qualitative approach was applied through a structured questionnaire and semi-structured interviews from construction professionals in Yangon city, Myanmar. The collected data was employed for factors analysis such as Exploratory Factor Analysis, Confirmatory Factor Analysis, and Structural Equation Modelling to find the underlying factor structure, to test the proposed hypotheses, and to examine the relationships among variables. This triangulation method enhances cross-verification of findings, deeper contextual understanding, and richer interpretation of the relationships among variables. The results show that learning culture and internal organizational environment significantly influence on KM process while collaboration, decentralization, and promotion are not significant influencing factors. At dimensional level, knowledge acquisition, responsiveness and utilization significantly affect project performance whereas only responsiveness to knowledge significantly influences on company performance. In contrast, this study implies that KM process interact in a pattern resembling a cycle. By strengthening the knowledge infrastructure factors to related KM programs in a holistic way, the construction organizations can enhance the KM cycle and increase the intensity of KM activities. This study confirmed that higher intensity of KM process ultimately improves both project and company performance, thus leading to future economic success and better competitiveness. Furthermore, mediation analysis proves that KM processes significantly mediate the relationship between knowledge infrastructure and performance outputs. Additionally, key barriers to KM implication are workplace issues, doubt about KM effectiveness and perception about KM is costly and time consuming. Since this study is very first quantitative research in the field of KM in Myanmar construction industry, its findings will serve as a foundation to acknowledge the knowledge as a strategic asset which is necessary to effectively manage in organizations. |
