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 92
Page 5
... individual. It is personal and context-specific, derived from the holder's experiences and insights. Explicit knowledge is that which is codified in written or some other “hard” form (Nonaka & Takeuchi, 1995). It is explicit knowledge ...
... individual. It is personal and context-specific, derived from the holder's experiences and insights. Explicit knowledge is that which is codified in written or some other “hard” form (Nonaka & Takeuchi, 1995). It is explicit knowledge ...
Page 7
... individuals who are members of the project team. The goal, therefore, is for that knowledge, or at least the most important and relevant elements of it, to be identified, captured, and fed back into, or made available to, the wider ...
... individuals who are members of the project team. The goal, therefore, is for that knowledge, or at least the most important and relevant elements of it, to be identified, captured, and fed back into, or made available to, the wider ...
Page 11
... individuals, there is still room to introduce elements of specialisation. Requiring many staff across the ... individual has been actively sharing their knowledge with their peers in the normal course of carrying out their ...
... individuals, there is still room to introduce elements of specialisation. Requiring many staff across the ... individual has been actively sharing their knowledge with their peers in the normal course of carrying out their ...
Page 13
... individual or “local” elements of the knowledge management system should not be developed without considering the larger, system-wide issues, appropriate application of the basic knowledge management principles identified should permit ...
... individual or “local” elements of the knowledge management system should not be developed without considering the larger, system-wide issues, appropriate application of the basic knowledge management principles identified should permit ...
Page 14
... individuals; or making other relevant individuals aware of who holds particular knowledge. The key is to avoid knowledge hoarding, either deliberate or inadvertent, but instead to promote and facilitate the communication and sharing of ...
... individuals; or making other relevant individuals aware of who holds particular knowledge. The key is to avoid knowledge hoarding, either deliberate or inadvertent, but instead to promote and facilitate the communication and sharing of ...
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