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. |
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Page 3
... operation and profitability. For example, he reports the problems include: reinventing the wheel, knowledge loss, knowledge hoarding, poor decisions, and the inability to learn. Added to this for consulting engineering can be the ...
... operation and profitability. For example, he reports the problems include: reinventing the wheel, knowledge loss, knowledge hoarding, poor decisions, and the inability to learn. Added to this for consulting engineering can be the ...
Page 8
... operation, there was evidence that these were not functioning as ideally intended and that there was further scope for improvement. Such examples include the commonly found repeating design problems. Design problems encountered in an ...
... operation, there was evidence that these were not functioning as ideally intended and that there was further scope for improvement. Such examples include the commonly found repeating design problems. Design problems encountered in an ...
Page 26
... operations staff were invited. These very informal sessions aimed to encourage employees to discuss relevant problems and innovative solutions openly amongst themselves within a social network. The workshops were often attached to ...
... operations staff were invited. These very informal sessions aimed to encourage employees to discuss relevant problems and innovative solutions openly amongst themselves within a social network. The workshops were often attached to ...
Page 32
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Page 34
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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