The Ghanaian construction industry has struggled to adequately meet the growing demand for infrastructure. Over the years, the sector has been plagued by issues such as delays, substandard workmanship, and cost overruns, among other challenges ([17]). [10] identified government project failures using six success/failure criteria as an evaluation framework. Their findings revealed that meeting deadlines was the poorest performance criterion, followed by cost, deliverables, and stakeholder satisfaction. The study also emphasized that, although projects fail across all six criteria, failures are most prevalent in the area of project management. Moreover, the performance of Ghana’s construction industry remains poor, particularly in terms of cost, quality, and productivity. Most construction projects fail to meet budget targets, leading to significant economic and social consequences ([30]). Other challenges facing the construction industry in project delivery include: construction waste, delays, and lack of information sharing among project stakeholders, inefficiencies, mistakes, and poor communications ([2]). Furthermore, the members of the monitoring team for government projects often lack any background in construction and project management, relying entirely on the District Works Engineer (DWE) for guidance ([14]). This reliance compromises the integrity of the construction process ([34]). According to [17], inadequate planning, incomplete requirements, a lack of resources, inaccurate cost estimates, and a lack of user interaction are some of the causes of poor project performance in Ghana. Meanwhile, project management success is delivering the output within the time schedule, budget, and desired quality performance ([40]). The aim of this study is to develop a framework that integrates knowledge management processes with total quality management principles to improve construction project delivery in Ghana. The following is the structure of the paper: the first part reviews literature on related frameworks and models. The next part discusses the methodology, focus group discussion, validation of the framework, discussion, findings from the validation, and conclusion.

According to the Project Management Book of Knowledge ([35]), project management is categorized into process groups and knowledge areas. A knowledge area is an identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools and techniques. Knowledge management includes practices and procedures, as well as the people and systems that support a companies’ information and knowledge needs ([32]). This includes ways to encourage organizations, firms, and individuals to add value and share knowledge ([36]). Currently, research has shown that most entrepreneurs emphasized the integration of intellectual resources through KM processes and carry out basic learning activities of the organization ([23]).

[33] argued that knowledge is one of the most significant sources of competitiveness during the past two decades. They further highlight that it is the most significant resources that ensure efficiency and productivity. This makes teams spend less time searching for answers to fix avoidable mistakes when information is well organized and easy to access. Learning, on the other hand, is the most essential organizational capacity that provides the context required for project performance development and improvement ([3]). Therefore in order to ensure that knowledge about project delivery and expertise is recorded and used, KM has proven crucial. Hence, instead of being run as a separate system, it is most effective when integrated into a project organization’s daily operations, in view of [6]. [20] emphasised that successful project companies consistently invest in learning new skills and expanding their knowledge base to improve performance and protect their competitive advantage. Managing project knowledge, therefore, involves utilizing existing information and generating new knowledge to achieve project goals and promote organizational learning ([33]). The key benefits of this process are that prior organizational knowledge is leveraged to improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects ([42]).

[36] indicated that the quality of a project is related to how a project organization makes use of knowledge. The PMBOK guide describes KM as a system enabler for the construction quality system over the course of a project. Each stage of a project’s lifetime, from development to execution, produces knowledge about processes and procedures. The capacity of the project team members to freely capture, update, enhance, distribute, and make use of the information is essential to the project’s continuous performance improvement. Additionally, it is anticipated that the project delivery would fulfill the objectives of giving clients a superior, cost-effective project completion ([22]). To fulfill the expectations of stakeholders and clients, Total Quality Management (TQM) involves methods for incorporating the organization’s quality policy about planning, managing, and controlling project and product quality requirements ([35]).

Total Quality Management is a system that encompasses all activities within the broader management function, focusing on defining quality policies, objectives, and responsibilities. It implements these through processes such as quality planning, quality control, quality assurance, and quality improvement within the overall quality system ([18]). Project management is accomplished through the appropriate application and integration of quality management processes identified for the project. As a result, TQM is a crucial component of project management, and like any other management approach, it cannot be achieved randomly without a methodical approach. The project must be defined, planned, developed, specified, constructed, and commissioned in accordance with an established set of standards that involve every division of the company, from top management to every member of the project team, in order to ensure a quality outcome ([26]). Total quality management has many applications in the construction industry and is implemented either at the company level or during the project delivery process ([31]). The project organization component of the quality management system, according to [6], provides details on roles, responsibilities, and accountabilities. It specifically articulates responsibilities for all employees and additional responsibilities of individual management, as well as key technical and quality unit roles in which everyone involved must have the appropriate knowledge necessary for their role. The design and detail of the quality management system facilitate this by providing people with the knowledge related to their roles. Responsibilities and accountability are continuously clarified, improved, and documented following the code and standards of TQM practices ([22]; [27]).

Even though literature has increasingly measured project success by Time, Cost, Quality, and Client Satisfaction ([39]), others define the project references for scope, time, and cost, so that the project execution can be compared to those references to manage performance ([35]; [38]). Some projects end up failing even if they were planned out, carried out on time, on budget, and in accordance with performance objectives. Despite the fact that end users are a crucial component in determining a project’s success, such initiatives failed to provide real benefits to them ([17]).

According to [6], knowledge should be managed appropriately by integrating into how work is conducted, but not as a separate system. [21] emphasized that there should be a well-integrated system to review the TQM and its effectiveness in areas of improvement, and appropriate information that leads to adjustments in standards and practices. There are several processes associated with this component of the TQM that contribute to the overall management and utilization of knowledge within the organization to ensure that knowledge gained is incorporated into daily operations in a systematic and sustainable way ([22]). [13] wrote in The New Economics for Industry, Government and Education, that best efforts and hard work would not achieve improvement unless they were “guided by knowledge”.

Knowledge management at the project site has therefore been important in ensuring that the required information and expertise are captured and utilized ([6]). It is most effective when embedded into the daily operations of a project organization and successfully integrated into the TQM ([18]). An organization may possess extensive knowledge, information, and data relating to processes, including quality management processes. However, such knowledge becomes valuable only when it is readily accessible, effectively shared, and properly utilized ([6]). A well-designed framework to guide these processes is therefore essential. It is also important to recognize that the suitability of a framework for a particular application may not be immediately evident until the learning curve has stabilized and users have gained adequate experience through repeated application ([28]).

Frameworks can enhance productivity and incur significant memory and performance overhead due to their additional generality and capabilities ([9]). Incorporating the working process into an on-site framework is essential for ensuring effective work progress and meeting specific requirements ([22]). Various researchers have proposed frameworks. Among them, [16]) developed the Knowledge Management Implementation Framework (KMIF) to foster a KM culture, establishing KM infrastructure, utilizing KM technology, and conducting periodic measurement and assessment of KM practices. Although the KMIF is user-friendly, it depicts a unidirectional approach to knowledge management implementation. Again, the KMIF model suggests that KM activities and processes are to be performed in a sequence defined by the model. However, KM activities and processes could be conducted simultaneously in parallel with others. Again, the model lacks the specific roles of the project team. The constraints and strategies were not indicated.

[5]) developed a construction project management knowledge model involving two NQFs. The model did not include an interrelated knowledge set to engage people, which will encourage construction project managers to take ownership in an attempt to introduce and implement this proposed construction project management knowledge model in their firms.

Moreover, the BAN knowledge management model by [1], which aims to enhance existing models and inspire future research, did not specify strategies to improve both company performance and work quality processes. The iterative nature of the PDCA cycle allows construction teams to plan their projects meticulously, execute them, assess the outcomes, and make necessary adjustments based on the feedback, but it does not give clear guidelines to the project team members ([12]). The Knowledge Enabled Quality Excellence (KEQE) theory highlights the idea that organizations can achieve superior quality and excellence through the effective use and management of knowledge and sharing to achieve quality excellence in healthcare. It suggests that healthcare organisations can improve patient outcomes, reduce errors, and enhance overall quality by leveraging knowledge and best practices. It integrates principles of knowledge management and quality management, emphasizing how leveraging knowledge can lead to continuous improvement, innovation, and overall organizational excellence. KEQE theory posits that knowledge is essential in ensuring and enhancing the quality of products, services, and processes. Organizations that effectively manage and apply knowledge are more likely to achieve high-quality outcomes. Though the theory suggests that organizations can reach excellence through continuous improvement facilitated by knowledge sharing and learning there are gaps. The theory did not provide clear evaluation criteria to evaluate its effectiveness; the theory assumes that knowledge can easily be transferred without indicating the other factors that can influence the sharing. and it did not account for external factors and regulatory requirements to impact on the effectiveness, moreover, it is limited to the health industry ([19]). While the knowledge-enabled quality excellence theory provides a valuable framework for achieving quality excellence, it does not account for contextual factors such as organizational culture and the evaluation criteria to assess the effectiveness.

The implementation of these models and frameworks typically involves generic KM tools that do not provide specific technological solutions to support quality management principles, problem-solving, and quality improvement methods. The authors did not indicate the role of the project team and the other stakeholders in the implementation process. The impact of TQM on organizational performance and KM in the construction industry has previously been empirically researched in Ghana. However, no such study was carried out to integrate them to enhance project performance. This study seeks to fill these research gaps by developing a framework to integrate KM with TQM to improve construction project delivery and to improve these models and frameworks in the Ghanaian construction industry.

The study applied both quantitative and qualitative approaches to obtain a new and exciting understanding of how KM is integrated with TQM to improve on construction project delivery in the Ghanaian construction industry. Professionals made up of 156 (design team) and 101 (construction team) were involved. The study targeted three thousand, two hundred and twenty-one (3221) construction professionals in the Ghanaian construction industry. The population comprises registered professionals in good standing, including Architects, quantity surveyors, and engineers.

The number of the target sample is three hundred and forty-six (346) professionals with a minimum of two years of experience. The sample size was determined using [24] table of specifications, which provides the minimum sample size required for different population sizes. The interview, on the other hand, was done to further understand a broad range of concepts to thoroughly understand the subject in detail. Out of the 15 participants interviewed, 5 of them were engineers, five were quantity surveyors, five were architects, and some themes that were identified from the interviews are as follows: Quality planning, leadership commitment, Continuous Improvement, Client focus, Challenges of TQM implementation. Data was collected from March 2024 to August 2024. The privacy and confidentiality of participants were assured. Ten (10) participants were further selected to validate the framework. They comprised construction professionals from the industry, made up of four quantity surveyors, one Engineer (Structural), and three Architects, in good standing, supervising projects.

There were three steps in the framework development process. In order to establish the parameters of the framework, a review of relevant theories was first carried out. Second, the presentation of the empirical results derived from the data analysis of the survey and interviews made it easier to identify the specific framework items under the various parameters. The final phase of developing the framework involved conducting focus group discussions to validate its specific parameters. These parameters were refined through an iterative process combining theoretical insights and empirical data. The focus group discussions aimed to assess the framework’s validity, rigor, dependability, and ease of implementation. Based on the feedback from these discussions, the framework was further adjusted and improved. On the other hand, their views showed that when these two concepts are integrated, it could result in enhanced project performance. Meanwhile, there are constraints that could prevent the implementation. They indicated the conditions and the strategies for the implementation. To ensure effective practice to achieve this outcome, framework to integrate KM with TQM was proposed.

The proposed framework has therefore been developed on the basis of the application of relevant theories, and the principles in the KM and TQM literature are also integrated in this framework. The theories used include: Nonaka and Takeuchi’s theory of knowledge creation, Ishikawa’s quality circle theory, Davenport and Prusak’s Knowledge Markets theory, Crosby’s quality theory, and the Deming PDCA Cycle theory. Nonaka and Tacheuchi’s theory of knowledge creation highlights the access to a diverse range of knowledge for employees to adapt to changing environments and solve complex problems effectively. By leveraging tools and platforms that facilitate knowledge sharing and integration of data, organizations can empower their workforce to learn from each other and stay agile in the face of challenges. This not only enhances individual capabilities but also fosters a culture of collaboration and innovation within the organization. This theory underpins the idea of KM in the framework ([29]). Ishikawa’s theory of quality is based on the promotion of the “quality circles.” The rings introduce a collaborative, open, and inclusive approach to quality inside an organization, which involves planning and leadership commitment. This theory holds the aspect of total quality management in the framework.

The Deming PDCA cycle theory holds the integration of the KM and TQM aspect of the framework. The “Plan, Do, Check, Act (PDCA)” cycle, also known as the Deming Circle in Quality Management, represents the managerial process as a closed-loop system. This cycle functions as a continuous improvement framework, enabling ongoing enhancement of processes and outcomes ([12]). Davenport and Prusak: Knowledge Markets theory highlights “sellers”, “buyers”, and “brokers”. This theory holds the relationship between the design team, construction team, and the knowledge/total quality management officer in the framework. This implies that the Individuals who seek knowledge to address problems or issues within an organization are referred to as knowledge buyers (Construction team). On the other hand, knowledge salespeople are those who possess a strong reputation within the internal market and have extensive expertise in a specific procedure, field, or organizational issue (Design team). Knowledge brokers are the individuals who connect knowledge buyers with knowledge sellers (KM/TQM officer) ([11]). Again, construction firms acquire information from external sources, they compensate consultants and others with monetary payments, which involves the commitment of leadership and a well-regulated construction industry. This is guided by Croby’s fundamental ideas of quality theory. He advocates for a top-down approach to quality pursuit within organizations, where senior management assumes the primary responsibility and accountability ([7]; [8]). In summary, each theory contributes uniquely to the framework: Nonaka and Takeuchi support knowledge creation and sharing; Ishikawa strengthens teamwork and quality participation; Deming guides continuous improvement processes; Davenport and Prusak explain knowledge exchange relationships; and Crosby reinforces leadership commitment and quality governance. These theories provide the theoretical foundation for integrating Knowledge Management and Total Quality Management within the proposed framework (Table 1).

Table 1. Mapping of components of the framework and the theories.

A preliminary framework was developed to facilitate the integration of KM with TQM to improve practice in the construction industry. This framework aims to enhance project performance in the construction industry during project delivery. The framework’s fundamental components are topic areas that are connected to the study’s goals. The framework’s recommendations and strategies are intended to help the project team enhance the construction project delivery process. The validation aimed to test the suitability of the proposed framework for the integration of KM and TQM in project delivery.

Participants’Assessment of Reliability of Research Findings:

Participants assessed the reliability of the research findings presented to them in Table 2 by confirming whether the findings were consistent with their impressions and with practices during construction project delivery. Table 2 shows a summary of the research findings of the quantitative and qualitative survey results.

Table 2. Summary of research findings of the survey and interview.

Source: Author’s findings on research. NOTE: Knowledge management processes: knowledge diagnosing (KD), knowledge application (KAP), knowledge generation (KG), knowledge sharing (KSH), knowledge storage (KST). Total quality management principles: continuous improvement (CI), leadership commitment (LCOM), quality plan (QP).

The proposed framework consists of three phases (Figure 1). Phase 1 includes the Knowledge Management Processes (KMP) and Total Quality Management Principles (TQMP), both of which are linked to project performance. Phase 2 focuses on the project team, which comprises the design team, construction/production team, and the total quality officer/assistant. Phase 3 encompasses the conditions necessary for knowledge management and total quality management processes, the key constraints for TQM/KM implementation, and the corresponding strategies.

Figure 1. Proposed framework for integrating knowledge management with total quality management to enhance project delivery. Source: author’s framework.

Following the validation of the framework, the findings have contributed to its improvement. The section that follows describes the validation procedure, presents the results, and describes how to use the validation results to successfully implement the framework.

The outcome of the result revealed the procedure to ensure a common practice. This will create awareness of the project team. The KM/TQM officer will coordinate the knowledge flow among the team members since most sites do not have such personnel for the duty. Integrating KM and TQM can really improve practice during project delivery. With leadership in control, they can ensure the effective implementation of the framework. Active regulatory bodies having a fair idea can improve on the framework. The result indicates key aspects like knowledge diagnosing, quality plan, and continuous improvement, ensuring thorough integration of KM and TQM. The practical strategies provide actionable strategies, such as formal training and competency development. Involving stakeholders emphasizes the need for leadership commitment and organizational culture adaptation. The result revealed the appropriateness and suitability of the teams having a common goal to ensure proper knowledge management of quality processes on construction sites.

Framework for Integrating Knowledge Management withTotalQuality Managementto Enhance Project Delivery:

The framework for integrating KM with TQM was developed and validated to guide construction project delivery. Participants found it practical, though it demands commitment and strict implementation. They also noted that the framework is beneficial for ensuring effective work progress and promoting uniform practices. Participants advocated for effective and well-informed regulatory bodies to oversee the construction project activities in the industry, as these bodies are essential for enforcing correct work practices. Their monitoring will ensure adherence to the framework, allowing it to function optimally. Consequently, leadership must support and initiate plans to achieve this goal.

Participants also highlighted a major concern with KM and TQM: determining the appropriate communication model to adopt. The chosen communication model should suit the recipients of the knowledge and consider factors such as technological hindrances, ease of access, the level of detail required, and the feedback period needed. These factors can impact the effectiveness of KM. It is essential to determine the type and frequency of information needed and tailor the knowledge management approach to suit the stakeholders.

This study developed and validated a framework for integrating KM processes with TQM principles to enhance construction project delivery in Ghana. The findings confirm that the persistent challenges of delays, cost overruns, poor communication, and inconsistent quality practices can be addressed through a structured approach that promotes effective knowledge flow, leadership commitment, stakeholder collaboration, and continuous improvement. The validated framework emphasizes the central role of the design and construction teams, supported by a dedicated KM/TQM officer and assistant, in coordinating knowledge sharing and quality practices throughout the project lifecycle. By aligning KM processes: knowledge diagnosing, acquisition, generation, sharing, application, and storage with TQM principles, including quality planning, client focus, leadership commitment, and continuous improvement. The framework provides a systematic pathway for improving project performance.

Focus group validation demonstrated that the framework is practical and applicable, though the effectiveness depends on strong leadership support, adequate training, and active regulatory oversight. Key constraints such as limited organizational culture for knowledge sharing, inadequate communication systems, and insufficient management commitment must be addressed through targeted strategies, including formal training, capacity building, and the adoption of appropriate communication and technological tools.

Overall, the study contributes a context-specific and implementable framework that enhances standardization, accountability, and performance in construction project delivery. The framework offers practical guidance for industry stakeholders and policymakers seeking to strengthen quality management and knowledge utilization. The framework is limited to the construction industry. Future research is recommended to test the framework across a broader range of projects and other countries, and to quantitatively assess its long-term impact on cost, time, quality, and stakeholder satisfaction.

ProposedFrameworktoIntegrateKM with TQM

This study aims to test the suitability of the proposed framework (Figure 1) for the integration of KM and TQM in project delivery. Please kindly read through the explanation of the framework and indicate your comments by providing its strengths and weaknesses for implementation.

TheFramework

The framework involves the following: quality/knowledge management officer and Assistant, design and construction team, conditions for KM processes and TQM principles, strategies for effective implementation, key constraints for TQM/KM implementation, commitment of leadership, and a well-regulated construction industry.

Design andConstruction Team

From an organizational perspective, knowledge management is about making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project. A project organization involves the design and production team: the design team involves the client, who communicates the need for a structure, and employs an architect. The architect, designs the kind of structure that meets the client’s needs and interacts with the client throughout the project so that the structure stays within the client’s requirements and specifications. The architect also communicates with the Quantity Surveyor, who prices the work, and the Structural Engineer, who designs the load-bearing elements of the structure and ensures that each component is designed to safely withstand the loads that are imposed on the building.

The construction/production team, on the other hand, involves the project manager who facilitates the flow of information between the client, architects, and engineers, and other entities involved in the process. Resident Engineers report back to the structural engineer and the architect on matters relating to the structure and the load-bearing components designed by the structural engineer. The clerk of works also reports to the architect on the progress of the construction works. The trend indicates the information flow during the project delivery among the professionals.

The production team must be familiar with the design process as a whole. They must understand where problems might arise and work to mitigate those problems as efficiently as possible. The project manager is also responsible for ensuring that each team member has a clear understanding of the project budget and schedule.

Knowledge Management and Total Quality Management

The framework involves the following information: Knowledge management variables include knowledge diagnosing, knowledge acquisition, knowledge generation, knowledge sharing, knowledge application, knowledge storing, which are related to total quality management variables such as quality plan, leadership commitment, client focus, and continuous improvement. Knowledge diagnosing has a negative correlation with quality planning, but a positive correlation with leadership commitment. It also shows a negative correlation with continuous improvement. Knowledge sharing correlates positively with leadership commitment and continuous improvement, but negatively with quality planning. Knowledge generation demonstrates a positive relationship with quality planning and a strong association with leadership commitment, even though it has a weak connection with continuous improvement. Knowledge storage exhibits a strong positive correlation with quality planning, while having a positive correlation with leadership commitment, but a negative correlation with continuous improvement. Knowledge application shows a strong positive correlation with quality planning, but only a weak correlation with leadership commitment. Knowledge management is positively associated with total quality management, which contributes to enhancing construction project performance. The positive relationships will proactively address potential challenges, ensuring sustained quality improvement in organizational processes.

Strategies forEffective Implementation

Strategies for ensuring these conditions involve: formal training, capacity building, quality policy, good moral values, and ethics. Members should be introduced to problem-solving skills and given consistent on-the-job training programs for continuous improvement.

CommentsSection

Please provide your comments below regarding the various processes and procedures highlighted in the framework for the integration of KM and TQM to enhance construction project delivery. The feedback will help to improve the framework to be implemented during the construction project delivery.

1) Is the structure of the design and the construction team appropriate?

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2) Does the place of the KM/TQM officer fit the framework?

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3) How suitable and appropriate is the structure of the various items in the framework?

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4) What is your assessment of the flexibility of the framework?

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5) What is your assessment of the applicability of the framework?

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6) Is there any area of improvement?

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7) Will the framework meet its purpose?

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8) Does the framework provide adequate guidelines to improve project performance?

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