Factors Affecting Knowledge Mapping: An Empirical Investigation in the Construction Industry

Abstract Construction firms operate in knowledge-intensive and complex project environments where critical project knowledge is frequently fragmented across teams, documents, and digital systems. This fragmentation limits the systematic capture, structuring, and reuse of knowledge, which are fundamental processes for reducing knowledge loss, improving decision making, and enhancing project performance across organizational boundaries. Although effective knowledge mapping (KMp) is recognized as a valuable mechanism for organizing and disseminating such information, empirical evidence remains limited regarding how organizational, human, and technological factors interact to influence its effectiveness in construction contexts. This study addresses this gap by examining the interrelationships among these factors and their collective impact on KMp within construction firms. A quantitative, survey-based methodology was used to gather data from professionals within the construction industry. Structural equation modeling (SEM) using SPSS 23 and AMOS 24 was used to analyze the data and validate the measurement constructs and model fit. The study found that organizational frameworks, technological infrastructures, and human competencies significantly influence the effectiveness of KMp. Technological advancements were identified as a mediating factor, emphasizing the need for integration between digital tools and organizational culture to enhance knowledge-sharing processes. This study contributes to the knowledge management field by providing a systematic, data-driven perspective on the enablers of effective KMp. It extends the discourse on digital transformation and knowledge management, highlighting the importance of sociotechnical alignment between workforce capabilities and technological infrastructures. Future research should explore the role of artificial intelligence and machine learning in automating KMp processes. Practically, the findings provide construction firms with a structured strategy that integrates organizational alignment, workforce development, and technological investment to enhance KMp effectiveness and improve project decision making.