Knowledge Management in the Construction Industry: A Socio-Technical Perspective: A Socio-Technical PerspectiveKazi, Abdul Samad Knowledge 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 vii
... issue. While terms such as “knowledge” and “knowledge management” were in the past seen by many in the construction industry as hype and a means for management consultants to make more money, such attitudes are now changing. Knowledge ...
... issue. While terms such as “knowledge” and “knowledge management” were in the past seen by many in the construction industry as hype and a means for management consultants to make more money, such attitudes are now changing. Knowledge ...
Page 4
... issue of knowledge management has assumed greater importance in recent times (Argote, 1999) due to factors such as: the increasing pace of technological change; the growth in the quantity of information available; the globalisation of ...
... issue of knowledge management has assumed greater importance in recent times (Argote, 1999) due to factors such as: the increasing pace of technological change; the growth in the quantity of information available; the globalisation of ...
Page 11
... issues of employee training and development. Should such a specialist leave the company, there is certainly a resulting loss of knowledge, however the extent of this loss will be minimised if the individual has been actively sharing ...
... issues of employee training and development. Should such a specialist leave the company, there is certainly a resulting loss of knowledge, however the extent of this loss will be minimised if the individual has been actively sharing ...
Page 13
... issues, appropriate application of the basic knowledge management principles identified should permit development of effective elements to occur. Certainly it is neither appropriate nor beneficial to try to determine a “complete ...
... issues, appropriate application of the basic knowledge management principles identified should permit development of effective elements to occur. Certainly it is neither appropriate nor beneficial to try to determine a “complete ...
Page 14
... issues relating to knowledge management and be actively looking for opportunities for improving the knowledge flow ... issue of managing projectgenerated knowledge in the light of the basic principles of knowledge management leads ...
... issues relating to knowledge management and be actively looking for opportunities for improving the knowledge flow ... issue of managing projectgenerated knowledge in the light of the basic principles of knowledge management leads ...
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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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