Integrating Knowledge Management, Project Management, and Human Resource Management for Organisational Resilience in the Construction Industry

Knowledge management (KM) is crucial for organisational success in volatile, uncertain, and ambiguous environments. However persistent operationalization issues hinder its interaction with Project Management (PM) and Human Resource Management (HRM). In construction, skill shortages, demographic shifts, rapid technological breakthroughs, and project complexity disrupt organisational knowledge systems. This study examines the growth of KM in construction research and how its integration with PM and HRM might improve organisational resilience. This staged review included bibliometric analysis and narrative synthesis. A bibliometric mapping of Scopus and Web of Science peer reviewed literature (1998–2024) identified publishing trends and thematic clusters, followed by rigorous screening and narrative synthesis of the final corpus. Analysis showed a considerable growth in KM-related construction research since 2016. A repository-focused strategy is giving way to interconnected, human-centred frameworks that highlight social interaction, governance, and digital capability development. Five literature gaps remain: (1) limited operationalisation of core KM constructs like trust, socialisation, and knowledge transfer; (2) misalignment between KM, PM, and HRM domains; (3) inadequate integration of human-centred knowledge practices with emerging digital technologies; (4) a lack of cross-regional comparative research; and (5) a weak theory–practice bridge for KM implementation in construction organisations. Through gap synthesis, this work provides an organised approach for future research, along with practical advice on KM-PM and HRM integration for organisational resilience.