1 APPLICATION OF KNOWLEDGE MANAGEMENT PRINCIPLES IN THE NIGERIAN BUILDING INDUSTRY: A CASE STUDY OF KADUNA METROPOLIS. BY Marcus Balah Ryal-Net Department of Architecture, Kaduna Polytechnic, Kaduna, Nigeria & Garba Abdulhakeem Department of Quantity Surveying Kaduna Polytechnic, Kaduna, Nigeria. Abstract Construction industry organization and the professionals would have to react fast and be flexible to innovations towards dealing with multidisciplinary challenges in all facets of their practices. This paper essentially adapts Knowledge Management (KM) concept for enhancing awareness and benefits including highlighting the barriers to generating and maintaining relevant information for the better management of the Nigerian Building Industry. The paper further review the Principles of Knowledge Management in terms of strategies and practices that are used in most construction industry organisations. The sampled population were relevant industry professionals in the various aspect of the construction industry. The study area was within Kaduna metropolis, one of the major construction professionals and organisations bases; this was for the purpose of generalization in Nigeria. Data were collected and rated base on Lickert scale of five and were analyzed using descriptive statistical techniques. The findings show that professionals in the Nigeria building industry are not fully aware of the existence of KM as a tool for enhancing their performance. However, they acknowledge benefits derivable from the principle of KM including the presence of some strategic factors inhibiting practice of knowledge management concept in the Kaduna construction industry. The paper recommends the need for an urgent action in the area of application of relevant concepts and techniques for KM, including creation of data bank for subsequent reference by professionals and government agencies for policy formulation and enhanced performance in the Nigerian Building Industry. Key Words: Knowledge Management, Building Industry, Post Project Review, Awareness, Benefits, Barriers and Performance. Introduction Increasing complexity of project work as a result of a growing number of technical and social relationships and interfaces to be considered gives higher value to existing knowledge in order to deal with these complexities and to increase efficiency. Projects, therefore, have to adapt knowledge and experiences from the daily work of an organization and from former developments. Members of the project team can be the main carriers of knowledge and experiences from daily work; they bring this input into a project team (Egbu, 2001; 2002). Intellectual capital is quite relevant for any process or its management. The intellectual capital here known as Knowledge can be explicit or tacit. In their book Ikujiro and Hirotaka (1995) did opined that tacit knowledge encompases experiences, simultaneous knowledge and