Knowledge Management in the Construction Industry: A Socio-Technical Perspective: A Socio-Technical Perspective
Kazi, Abdul Samad
Idea Group Inc (IGI), Nov 30, 2004 - Computers - 384 pages
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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Changes to the reward system, such as introducing a new 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
Ellis (2001) argues that it is difficult to discuss knowledge sharing or knowledge
management without trust, as most people will not risk sharing what they know
without it. It is fundamental to developing a culture of openness and collective ...
Firstly, the barriers to knowledge sharing as perceived by the respondents are
discussed; secondly, the organisation's practices for encouraging knowledge
sharing are described; and thirdly, the HRM implications of these mechanisms
Reward and appraisal systems can encourage actors to participate in knowledge
-sharing activities so knowledge sharing can be seen to be valued by the
organisation. They can reinforce and convey the desired culture of an
organisation by ...
sharing (Storey & Quintas, 2001). Furthermore, the creation of knowledge teams
and centres are fundamental to the success of an overall KM strategy (Civi, 2000)
. Gross (2001) suggests that organisations should establish knowledge teams ...
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A SocioTechnical Perspective
A Community of Practice Perspective
A UK Construction Company Case Study
Learning from Experience
Facilitating Organisational Learning within the Construction Industry
From the SocioTechnical Perspective 19621966 to Knowledge Management What Have We Learned?
Emerging Models and Solutions
A Holistic Strategic Approach to the Management of Knowledge
An Exploration on the CoProduction of Project Needs and Requirements by ClientSpecialist Groups
Chapter XV Decision Support Systems and their Application in Construction
Chapter XVI A Knowledge Management Portal System for Construction Projects Using Knowledge Map
Chapter XVII An Integrative Knowledge Management System for EnvironmentalConscious Construction
A Vision for Future Project Information Technologies
Chapter IX Knowledge Management in Higher Education and Professional Development in the Construction Industry
Chapter X Empirical Investigation of Organisational Learning Ability as a Performance Driver in Construction
Chapter XI Evaluating an Organisations Learning Culture Using Learning Histories
About the Authors