Kunskapsdelning i byggbranschen : Delningsprocessen i Skanskas projektorganisation

Sammanfattning: Introduction     Knowledge has come to be an increasingly important factor for both individuals in the labor market and companies in competition. When a person leaves an organization the knowledge often follows, and a knowledge gap is created. When knowledge is shared within an organization, the individual’s knowledge is available for all members of the organization. Knowledge can thus be converted from human capital to structural capital. Increased demand in the construction industry has enlarged the need for broader and deeper knowledge of the individuals. Thus the question of knowledge sharing is raised. Purpose           The overall purpose of this report is to provide a systematic and documented image of the knowledge sharing process within the project organization of Skanska by investigating how the company uses strategies, procedures, and systems to manage knowledge from projects to minimize the risk that employees' skills will be lost to the organization. Method            The study is a qualitative research where the empirical material has been collected through a case study. The execution was based on a total of five interviews with respondents within different positions. Conclusion      Although Skanska partially converts human capital into structural capital, the study indicates that the company’s documented explicit knowledge is rather available as support and guidance to the daily work. Instead, the company builds their competitive advantage in several cases by human capital that is created and spread through socialization.