• Korean Journal of Construction Engineering and Management
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• v.2 no.3 s.7
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• pp.45-57
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• 2001

Knowledge management was introduced as a new strategy in many construction companies aiming at paradigm shift since Asian financial Crisis. However, intensive focusing on acquiring and sharing knowledge couldn't keep pace with the primary goal. Increasing financial profits. That is because clear strategic process and performance measurement are absent in time of the introduction of knowledge management. Based on case analysis in domestic construction industry, this research work presents an alternative plan on Balanced Scorecard(BSC) model. The objective of this study is to develop a model of strategic performance measurement in knowledge management by sorting and grasping core operational knowledge, which can draw key performance indicators accompanied by knowledge map from case study.