Knowledge Management in the Construction Industry: A Socio-Technical Perspective: A Socio-Technical PerspectiveKnowledge Management in the Construction Industry: A Socio-Technical Perspective presents a portfolio of concepts, methods, models, and tools supported by real life case studies from various corners of the globe providing insights into the management of knowledge in the construction industry. Untangling the hype from the reality, practical means of implementing knowledge management in the construction industry through various mechanisms and tools are demonstrated. For the practitioner, it provides practical insights and experiences from real life cases, for the researcher and academic, it provides current and state-of-the-art undertakings in this emerging area for the construction industry. |
From inside the book
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Page 8
This company functions as a matrix organisational structure, whereby technical staff are members of discipline-based departments (e.g., mechanical or civil engineering), reporting to a disciple manager, but are also normally assigned at ...
This company functions as a matrix organisational structure, whereby technical staff are members of discipline-based departments (e.g., mechanical or civil engineering), reporting to a disciple manager, but are also normally assigned at ...
Page 13
What are the requirements from the organisation to allow the system to occur and function effectively? The term “system” is not intended to indicate a rigidly defined set of procedures and software programs; rather, ...
What are the requirements from the organisation to allow the system to occur and function effectively? The term “system” is not intended to indicate a rigidly defined set of procedures and software programs; rather, ...
Page 14
They must create a culture of open knowledge communication in the company. Furthermore, companies should assign a “company knowledge manager.” This function is not to implement all of the detailed elements of ...
They must create a culture of open knowledge communication in the company. Furthermore, companies should assign a “company knowledge manager.” This function is not to implement all of the detailed elements of ...
Page 20
To develop a sophisticated and mutually supportive range of HRM mechanisms for supporting the knowledge management function within large and complex construction organisations. 3.
To develop a sophisticated and mutually supportive range of HRM mechanisms for supporting the knowledge management function within large and complex construction organisations. 3.
Page 24
The HRM function has a central role to play in the development of such an open knowledge-sharing environment within large organisations, because it can help to create the cultural framework necessary for communities of practice to ...
The HRM function has a central role to play in the development of such an open knowledge-sharing environment within large organisations, because it can help to create the cultural framework necessary for communities of practice to ...
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Contents
| 1 | |
| 18 | |
Chapter III Managing the External Provision of Knowledge Management Services for Projects | 34 |
Smart Construction | 53 |
A SocioTechnical Perspective | 67 |
A Community of Practice Perspective | 90 |
A UK Construction Company Case Study | 112 |
Learning from Experience | 129 |
From the SocioTechnical Perspective 19621966 to Knowledge Management What Have We Learned? | 203 |
Emerging Models and Solutions | 224 |
A Holistic Strategic Approach to the Management of Knowledge | 225 |
An Exploration on the CoProduction of Project Needs and Requirements by ClientSpecialist Groups | 251 |
Chapter XV Decision Support Systems and their Application in Construction | 276 |
Chapter XVI A Knowledge Management Portal System for Construction Projects Using Knowledge Map | 299 |
Chapter XVII An Integrative Knowledge Management System for EnvironmentalConscious Construction | 322 |
A Vision for Future Project Information Technologies | 343 |
Facilitating Organisational Learning within the Construction Industry | 130 |
Chapter IX Knowledge Management in Higher Education and Professional Development in the Construction Industry | 150 |
Chapter X Empirical Investigation of Organisational Learning Ability as a Performance Driver in Construction | 166 |
Chapter XI Evaluating an Organisations Learning Culture Using Learning Histories | 185 |
About the Authors | 363 |
Index | 373 |
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Common terms and phrases
activities analysis application approach areas benefit capital chapter client communication competency complex concept Connect construction industry construction project context COPs Copying or distributing Copyright cost create culture decision definition discussion distributing in print documents dynamic effective electronic forms Engineering environment example existing experience external facilitate Figure firm forms without written functions future Idea Group Inc identified implementation important improve individual initial innovation integration International involved issues knowledge management knowledge sharing means needs operations organisational learning performance phase planning practice presented print or electronic problems professional project management reflection relationship respondents role sharing social solutions sources specific stage stakeholders strategy structure tacit tion transfer understanding University
Bibliographic information
| Title | Knowledge Management in the Construction Industry: A Socio-Technical Perspective: A Socio-Technical Perspective |
| Editor | Kazi, Abdul Samad |
| Edition | illustrated |
| Publisher | Idea Group Inc (IGI), 2004 |
| ISBN | 1591403626, 9781591403623 |
| Length | 384 pages |
| Subjects | › Computers / General Computers / Management Information Systems Computers / Mathematical & Statistical Software |
| Export Citation | BiBTeX EndNote RefMan |