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
... tacit” Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written or “explicit” is discussed by Allee (1997, p. 45), Roos permission of Idea Group Inc. is prohibited. 4 de Kretser and Wilkinson.
... Tacit-tacit interactions create knowledge through conversations, reflections, and so forth, which Allee describes as a “socialisation” process. Tacit-explicit interaction involves codification of some of an individual's tacit knowledge ...
... tacit-tacit interaction is still a perfectly valid mechanism for knowledge transfer. A system of identifying “lessons learned” from past projects, so they are available for consideration in future, similar projects. Although knowledge ...
... tacit knowledge (e.g., discipline specialists) and explicit knowledge (e.g., standard documents) repositories must be selected, based on the nature of the company's work and its organisational structure. • The system and its sub ...
... Copying or distributing in print or electronic forms without written Learning Objectives 1. 2. To distinguish between tacit and explicit permission of Idea Group Inc. is prohibited. HRM Strategies for Promoting Knowledge Sharing 19.
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 |