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 6-10 of 70
... future work across the firm, rather than only on future projects involving those specific project team members. In considering the business of consulting engineering, the project-generated knowledge that is of interest for capture can ...
... future benefit from it as part of a continuous improvement process. Since each discipline department is responsible for the technical standards of its members' work output, it is these departments that must manage the knowledge elements ...
... future projects is then relatively small. Since these documents are 'living', they must be updated to reflect the evolving knowledge of the organisation. A relevant specialist, or a nominated party, can be the means of accomplishing ...
... future search access. It would also naturally be stored in the project files, but without any real expectation of that ever being a primary search location once the project has been archived. In addition to using the more obvious ...
... future, and should provide meanings and value for everyone (Pan & Scarbrough, 1998). Indeed, there are few examples of great companies that have achieved success without incorporating a vision (Griego, Geroy, & Wright, 2000). This ...
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 |