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
Results 1-5 of 80
... Chapter X Empirical Investigation of Organisational Learning Ability as a Performance Driver in Construction ........................................................................................... 166 Irem Dikmen, Middle ...
... performance driver in construction through a survey of 85 Turkish construction contractors. Through empirical evidence, they demonstrate that as organisational learning ability increases, firm performance also increases. We learn that ...
... performance (Kamara et al., 2002). A firm's knowledge can be lost either through staff turnover or simply a loss of organisational memory of what once was known. Furthermore, the firm may possess certain knowledge, but either: (i) not ...
... performance of the modern business (Blackler, 1995; Carter & Scarbrough, 2001; Swan et al., 2000). One important hurdle that must be overcome by a KM strategy is how to encourage people to willingly share their knowledge for the ...
... performance management system, often lead to changes in culture (Harman & Brelade, 2000). This, in turn, will affect the way in which people view the role of knowledge sharing within the organisation. Encouraging. Knowledge. Sharing.
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 |