Abstract

In construction better practice has been sought through the employment of knowledge management. Interest in tacit knowledge has grown due to its importance for raising performance at all organisational levels. Aspects of the limits which tacit knowledge places on knowledge management approaches in construction are considered with the focus being upon broad knowledge management categories rather than the details of particular methods. The distinction between knowing how and knowing that coupled with examination of whether the main mode of knowing is tacit or explicit is used to analyse the relationship between tacit and explicit knowledge in construction. There are significant general theoretical difficulties with incorporating tacit knowledge into the objectivist knowledge management approaches which predominate in construction particularly since methods for converting tacit to explicit knowledge are problematic. Improving performance requires appreciating the limitations of objectivist and practice based knowledge management within the context of construction projects as the consideration of performance management measures illustrates.