Successful companies consistently create new knowledge, skills and competences. In this paper a knowledge building process is viewed in light of the expertise needed in carrying out construction projects successfully. The way knowledge building is processed will have a direct impact on how the building project is brought forward. The question raised in this paper is how the Last Planner system (LPS) may contribute to the process of building knowledge on the project level. This paper suggests the following hypothesis: The Last Planner system is capable of contributing to the process of creating knowledge in construction projects. The structure, arenas and conditions for collaboration provided by LPS offer a potential to create new knowledge, skills and competences. One such example is the meeting structure, which suggests that a multi-trade collaborative work practice is adopted. The paper discusses these interactions from a knowledge building process perspective, and point to necessary premises to create new knowledge. The theory is tested empirically through the examination of transcripts of interview data concerning LPS implementation in a search of evidence of such processes taking place, and the extraction of understanding of how such processes develop. Learning occurs when new routines, processes, procedures or behaviour patterns are established in the construction project.
Last Planner System, dynamic knowledge building, organisational learning, single and double loop learning, tacit and explicit learning