Exploring the strategies, ODC managers need to improve knowledge management in a multigenerational construction organization

This study utilized a qualitative design that explored organizational development and change management, theory, policy, and strategy, to identify the strategies of Organizational Development Change (ODC) Managers to improve the process of knowledge management in construction organizations. The research population for this study was multigenerational ODC managers working in construction firms in the United States, with field offices in the states of Colorado (southern CO) and New Mexico (north central NM). The estimated size of the population was based on six construction organizations with a general population of 150 employees each. The study utilized a conceptual framework. The conceptual framework intended to illustrate the relationships that exist between multigenerational workers in construction organizations, knowledge sharing opportunities, and ODC managers. The literature reviewed revealed a gap exists on knowledge sharing between multigenerational construction organization workers as well as how ODC managers may promote knowledge sharing opportunities between these groups. The gap supports the development of the central research question. The data were collected via a survey that consisted of 10 questions. Each open-ended question was based on a semi-structured interview approach and was used to establish the study topic and structure for the interview to address the central research question. The findings of this qualitative exploratory study were developed by utilizing elemental methods of coding. Correctly identifying themes and descriptive coding was used to analyze the rich data that was collected via face-to-face and telephone interviews. The results of the study were five major emergent themes: Theme 1- communication, Theme 2- cross-collaboration, Theme 3- willingness to learn or teach Theme 4- professional development, and Theme 5- on the job training.