The construction industry has long been criticized as being not advance enough to use information communication technology (ICT) and slow to adopt knowledge management (KM). This research demonstrates how using an effective and efficient ICT systems can improve KM, and that an enterprise resource planning (ERP) system can be one tools to help improve KM. An ERP system is also a powerful tool to help integrate business processes which has particular use in the construction industry. The principle objective of this research was to explore the drivers and inhibiters that determined successful adoption and use of an ERP system at its actual implementation stage. Secondly, it aimed to identify successful factors of a partnering strategy and its integration into the ERP system. The third objective was to investigate the appropriate leadership style that influenced the ERP system and the partnering strategy, and to identify the impact of culture on the leadership style. The research was conducted within the context of a Hong Kong construction organization. This research makes a contribution in two spheres: PM and the construction industry. The first implication for PM theory is to illustrate how knowledge has been efficiently managed within a construction organization by using ICT/ERP