Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD That is the case we have with some of our operatives; because if you take someone who can’t read and write it is difficult to introduce new technologies to them (Quantity Surveyor Consultant with western experience). Some respondents also pointed out that because some construction firms were run by non-professionals, illiterates or semi-literates. The knowledge base was not right: One of the hindrances to technology transfer in the construction industry in Ghana is that most contractors are non-professionals or illiterates. How can you transfer technology when the knowledge base is not right? (Consultant Civil Engineer). Most respondents pointed out that whilst the knowledge base among local consultants was good, the same cannot be said for the local contracting subsector as it was dominated by illiterates and non-professionals. One local consultant who works with a foreign firm observed that: “I don’t know whether it is the way we were trained, but people [local consultants] don’t come out to sing and dance about themselves and what they know, but when you get to talk to them, things that suddenly come up that they know... it’s amazing” In line with the objectives of this study, what needs to be looked into further is how government policy can ensure that adequate knowledge transfer precede technology transfer. In this regard, there was the need to review tertiary education and Continuous Professional Development (CPD) for professional bodies. There is also the need to review processes involved in drafting construction contracts. Professional bodies and the construction industry should play an active role in the human resource development within tertiary institutions. Discussion Technology may be viewed as having hard elements (Construction outputs/buildings, materials, plant & equipment – product technology); soft elements (skills, knowledge, organisation – management technology); the process technology as described by Grosse (1996) combines the product technology with the managerial technology to produce outputs (which is part of product technology). These processes require continuous flow and utilisation of data and information which in itself is knowledge. Technology therefore involves the person-embodied component (more tacit knowledge), the processembodied; which is viewed as being embedded in equipment, tools, techniques, systems, processes, information (more explicit knowledge). Technology and knowledge go hand in hand, but for developing countries the knowledge base should match the technology being transferred. Not all technology is based on a machine or equipment, some of it is based in people. This means that there is the need to encapsulate the concept of knowledge clearly to appreciate the technology concept. Li-Hua (2004) observed that TT and KT go hand in hand. He is of the view that knowledge transfer can occur without technology transfer, but without knowledge transfer there can be no technology transfer. Li-Hua’s assertion that knowledge transfer can take place without technology transfer may be open to further debate. This is because the KM literature and the responses in this study reveal that technology and knowledge have increasingly become inseparable. It has become increasingly difficult to find an effective and efficient KM system devoid of ICT (technology) support; of course technology is the application of knowledge. Carrillo et al. (2006) and Patel et al. (2000) noted the role of IT in KM. Wiig (2000) noted that one of the key driving forces of KM is technology. This demonstrates that effective KM requires the integration of technology and knowledge. This paper posits that for effective T&K management and transfer, technology and knowledge are inseparable. What these responses appear to encapsulate is that the knowledge that is acquired through education and training (more explicit in nature) is the foundation (that which prepares the individual) for effective transfer of product, process and 296
Challenges in the Era of Globalization Edited by Emmanuel Obuah managerial technology (more tacit in nature), especially for the effective, efficient and indeed innovative use of technology embodied in equipments, tools, machines, systems etc. (more explicit). Arguably, developing countries should introduce technology compatible with their knowledge (science) base. When the knowledge base is good, collaboration and interaction with foreign firm could ensure product (equipment), process, and managerial technologies could be more easily and quickly absorbed. Teasing out a relationship further reveals that explicit knowledge (science based) precedes tacit knowledge. Less developed regions needed more explicit knowledge compared to more developed regions. Countries in SSA should pursue policies that seek to increase explicit knowledge through sound and pragmatic science and technology educational policies with technological foresight. This will enable effective T&K management and transfer. Conclusion This study has discussed the relationship between TT and KT. It has clearly indicated that KT requires concerted effort from the recipient. To enhance T&K management and transfer there is the need to increase explicit knowledge within the local environment and this can enhance the absorption of tacit knowledge. This paper therefore moves away from independent concepts of TT and KT and adopts a more comprehensive concept of T&K transfer with the view that they are inseparable and should be pursued together. This paper posits that for effective T&K transfer to occur the knowledge (science) base must be right and must precede the technology (equipment and tools). In addition, effective T&K transfer in a developing country such as Ghana requires more explicit knowledge to precede tacit knowledge components. This study is based on the premise that the knowledge base required for effective TT must be created and that a policy that introduces new technology without ensuring that the knowledge base is right is short-sighted. This paper posits further that perhaps KT should marginally precede TT for it to be effective and policies must holistically ensure that this happens. References Abbot, P. G. (1985). Technology Transfer in the Construction Industry. London: Economist Intelligence Unit. Akubue, A. I. (2002). Technology transfer: a third world perspective. Journal of Technology Studies, 28(1), 14-21. Babbie, E. (1995). The Practice of Social Research. London: International Thomson. Barrett, P. & Sexton, M. (2004). The role of technology transfer in innovation within small construction firms. Engineering Construction and Architectural Management, 11(5), 342-8. Bernard, H. R. (2000). Social Research Methods. London: Sage. Carrillo, P. (1996). Technology transfer joint venture projects in developing countries. Construction Management and Economics, 14, 45-54. Carrillo, P. M., Robinson, H. S., Anumba, C. J. & Bouchlaghem, N. M. (2006). A Knowledge Transfer Framework: PFI context. Construction Management and Economics, 24, 1045-56. Cohen, W. M. & Levinthal, D. A. (1990). Absorptive Capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-52. Dougherty, V. (1999). Industrial and Commercial Training. Vol. 31, MCB University Press. Dunning, J. H. (1993). Multinational Enterprises and the Global Economy. Wokingham: Addison Wesley. Egbu, C. (2000). Knowledge Management in Construction SMEs: Coping with the Issues of Structure, Culture, Commitment and Motivation. In, Sixteenth Annual Conference of Researcher in Construction Management (ARCOM), Glasgow Caledonian University. Grosse, R. (1996). International Technology Transfer in Services. Journal of International Business Studies, 27. Lall, S. & Pietrobelli, C. (2002) Failing to compete: technology development and technology systems in 297
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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Figure 1: Lagos off shore survey po
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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Defining the Organisational Culture
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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Research Methods approach Challenge
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Statement of the Problem Challenges
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Convenient location of banks Challe
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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Conclusion Challenges in the Era of
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GOVERNMENT MoFED SECTORS Structure
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Results Challenges in the Era of Gl
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Football Spectatorship Challenges i
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