Knowledge management in the construction industry: The strategy of Singapore

In the construction industry, knowledge management is usually associated with the management of organizational knowledge. Little is known in a systematic way about how knowledge is coherently managed at the industry level. This paper analyses the case of Singapore to illustrate how knowledge is managed at this level to correct for pervasive market failure in information generation and dissemination. It focuses on the policies and institutions that allow Singapore to continuously tap construction knowledge and achieve a high level of construction quality within a relatively short span of time.