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 xii
... reflection upon the tool's use and application, and highlight both drivers and barriers to its deployment. We learn that dynamic profiling, for example, can be used as an effective means to enable people to be more effectively connected ...
... reflection upon the tool's use and application, and highlight both drivers and barriers to its deployment. We learn that dynamic profiling, for example, can be used as an effective means to enable people to be more effectively connected ...
Page 5
... reflections, and so forth, which Allee describes as a “socialisation” process. Tacit-explicit interaction involves codification of some of an individual's tacit knowledge so that it is accessible to others (Allee's “externalisation ...
... reflections, and so forth, which Allee describes as a “socialisation” process. Tacit-explicit interaction involves codification of some of an individual's tacit knowledge so that it is accessible to others (Allee's “externalisation ...
Page 26
... reflection and learning upon completion of projects was cited as a particular problem by those interviewed. The organisation's senior managers had also found their organisational structure too lean to exploit knowledge-sharing ...
... reflection and learning upon completion of projects was cited as a particular problem by those interviewed. The organisation's senior managers had also found their organisational structure too lean to exploit knowledge-sharing ...
Page 45
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Page 78
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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