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 x
It all depends on the organisation and the people involved. Most successful organisations have adapted certain tools to their own needs. Foremost however, they have ensured that people mix and talk together. Without the willingness to ...
It all depends on the organisation and the people involved. Most successful organisations have adapted certain tools to their own needs. Foremost however, they have ensured that people mix and talk together. Without the willingness to ...
Page 1
... and company knowledge managers providing structure, facilitation, and support. With such collaboration and involvement of all staff in a company, failures of such systems will be reduced and the company as a whole will benefit.
... and company knowledge managers providing structure, facilitation, and support. With such collaboration and involvement of all staff in a company, failures of such systems will be reduced and the company as a whole will benefit.
Page 7
Technical—relating to the techniques, technologies, work-processes, statutory requirements, costs, and so forth involved in the production of discipline-specific elements of the project. New knowledge needs to be fed back into and ...
Technical—relating to the techniques, technologies, work-processes, statutory requirements, costs, and so forth involved in the production of discipline-specific elements of the project. New knowledge needs to be fed back into and ...
Page 12
In addition to using the more obvious keywords such as project title and client, the content of each “lesson learned” and “what went well” needs to be identified by the discipline/area(s) involved—for example, project management, ...
In addition to using the more obvious keywords such as project title and client, the content of each “lesson learned” and “what went well” needs to be identified by the discipline/area(s) involved—for example, project management, ...
Page 13
One of the key problems is how to get people involved. The role of a knowledge manager can greatly ease this problem as they can facilitate the generation and flow of knowledge generated through the company.
One of the key problems is how to get people involved. The role of a knowledge manager can greatly ease this problem as they can facilitate the generation and flow of knowledge generated through the company.
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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 |