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 87
... important to establish a strategy for managing the project-generated knowledge. The key questions to be addressed are: • What is the system is aiming to achieve? • What are the underlying general requirements of the system and each of ...
... important factors. • It must be developed with an overall “systems perspective,” rather than simply being a group of ad-hoc pieces; hence the need for a knowledge manager. • It should draw on “best practice” and “lessons learned ...
... important hurdle that must be overcome by a KM strategy is how to encourage people to willingly share their knowledge for the betterment of project and organisational performance. Although recent studies have attempted to address this ...
... important conditions leading to the success of a KM project. Indeed, many authors have identified culture as the most significant barrier to sharing knowledge (Ruggles, 1998; McDermott & O'Dell, 2001; Moore & Dainty, 2001; Holton, 2001) ...
... important part of their job satisfaction and has been extended outside of normal working hours. HRM. and. Encouraging. a. Knowledge. Sharing. Culture. Hansen, Nohria, and Tiemey (1999) identify some important interrelationships between HRM ...
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 |