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El. knyga: Knowledge Management in Construction

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Edited by (Loughborough University), Edited by , Edited by (SENIOR LECTURER IN CONSTRUCTION MANAGEMENT, LOUGHBOROUGH UNIVERSITY)
  • Formatas: PDF+DRM
  • Išleidimo metai: 15-Apr-2008
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9780470759523
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Knowledge Management in ConstructionDidesnis paveikslėlis
  • Formatas: PDF+DRM
  • Išleidimo metai: 15-Apr-2008
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9780470759523
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Researchers and practitioners in management and construction explain why and how a construction company should manage the knowledge generated on projects and in individual firms in order to keep from repeating past mistakes or making decisions that can risk major disasters. They consider both the theoretical background to knowledge management and the practical insights, applications, and methodologies necessary for organizations to implement it. Their topics include the nature and dimensions of knowledge management, construction as a knowledge-based industry, organizational readiness, cross-project knowledge management, measuring performance, corporate memory, and building a knowledge-sharing culture in construction project teams. Annotation ©2005 Book News, Inc., Portland, OR (booknews.com)

A key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation.


This book brings together 13 contributors from research and industry to show how managing construction knowledge can bring real benefits to organisations and projects. It covers a wide range of issues, from basic definitions and fundamental concepts, to the role of information technology, and engendering a knowledge sharing culture. Practical examples from construction and other industry sectors are used throughout to illustrate the various dimensions of knowledge management. The challenges of implementing knowledge management are outlined and the ensuing benefits highlighted.

Recenzijos

'This book provides practical guidance and I consider it essential reading for all participants in the construction process.' Sir Michael Latham

'This book gives us many excellent examples of the importance of KM and how KM can be used and implemented in a project-based industry such as construction' Journal of Human Resource Costing & Accounting

Foreword vii
Preface ix
Acknowledgements x
Contributors xi
Introduction
1(9)
Charles O. Egbu
Chimay J. Anumba
Patricia M. Carrillo
The Nature and Dimensions of Knowledge Management
10(21)
Paul Quintas
Introduction
10(3)
Why knowledge management now? The drivers
13(8)
The nature of knowledge
21(3)
Extra-organisational knowledge and absorptive capacity
24(1)
Key knowledge processes
25(2)
Conclusions
27(4)
References
28(3)
Construction as a Knowledge-Based Industry
31(19)
Charles O. Egbu
Herbert S. Robinson
Introduction
31(1)
The construction industry and knowledge-intensive products and services
32(2)
Knowledge production in construction
34(6)
Communicating and sharing knowledge
40(5)
Creating and sustaining a knowledge culture
45(1)
Conclusions
46(4)
References
47(3)
Strategies and Business Case for Knowledge Management
50(15)
Tony Sheehan
Dominique Poole
Ian Lyttle
Charles O. Egbu
Introduction
50(1)
What does knowledge management mean to construction?
50(1)
What knowledge management strategy should be adopted?
51(2)
Delivering knowledge management in practice
53(7)
A business case for knowledge management
60(3)
The future
63(2)
References
64(1)
Organisational Readiness for Knowledge Management
65(18)
Carys E. Siemieniuch
Murray A. Sinclair
Introduction
65(1)
The importance of knowledge lifecycle management (KLM)
66(4)
Preparing the organisational context for knowledge lifecycle management
70(8)
Conclusions
78(5)
References
79(4)
Tools and Techniques for Knowledge Management
83(20)
Ahmed M. Al-Ghassani
Chimay J. Anumba
Patricia M. Carrillo
Herbert S. Robinson
Introduction
83(1)
Knowledge management tools
84(5)
Selecting knowledge management tools
89(6)
The SeLEKT approach
95(4)
Conclusions
99(4)
References
101(2)
Cross-Project Knowledge Management
103(18)
John M. Kamara
Chimay J. Anumba
Patricia M. Carrillo
Introduction
103(1)
The nature of projects
104(1)
Construction projects
105(4)
Cross-project knowledge transfer
109(5)
Live capture and reuse of project knowledge
114(4)
Conclusions
118(3)
References
119(2)
Knowledge Management as a Driver for Innovation
121(11)
Charles O. Egbu
Introduction
121(2)
Knowledge management and innovations: building and maintaining capabilities
123(3)
Knowledge management and improved innovations: issues of strategy, process, structure, culture and technology
126(2)
Managing knowledge for exploiting innovations: implications for managers
128(1)
Conclusions
129(3)
References
130(2)
Performance Measurement in Knowledge Management
132(19)
Herbert S. Robinson
Patricia M. Carrillo
Chimay J. Anumba
Ahmed M. Al-Ghassani
Introduction
132(1)
Why measure the performance of knowledge management and knowledge assets?
133(2)
Types of performance measures
135(2)
Measurement approaches
137(5)
Application tools
142(6)
Conclusions
148(3)
References
149(2)
Knowledge Management Strategy Development: A Clever Approach
151(19)
Chimay J. Anumba
John M. Kamara
Patricia M. Carrillo
Introduction
151(2)
The Clever project
153(2)
The Clever framework
155(9)
Utilisation and evaluation of the framework
164(1)
Conclusions
165(5)
References
169(1)
Corporate Memory
170(25)
Renate Fruchter
Peter Demian
Introduction
170(3)
Research methodology
173(3)
Related research
176(1)
Tacit knowledge capture, sharing and reuse
177(4)
Tacit and explicit knowledge capture, sharing and reuse
181(10)
Conclusions
191(4)
References
192(3)
Building a Knowledge-Sharing Culture in Construction Project Teams
195(18)
Patrick S.W. Fong
Introduction
195(1)
Case study
196(7)
Discussion
203(7)
Conclusions
210(3)
References
210(3)
Concluding Notes
213(6)
Chimay J. Anumba
Charles O. Egbu
Patricia M. Carrillo
Introduction
213(1)
Summary
213(1)
Benefits of knowledge management to construction organisations
214(1)
Issues in knowledge management implementation
215(1)
Future directions
216(3)
Index 219


Chimay Anumba is Professor of Construction Engineering and Informatics, and Founding Director of the Centre for Innovative Construction Engineering, at Loughborough University.

Charles Egbu is Professor of Construction and Project Management at Glasgow Caledonian University.

Patricia Carrillo is Senior Lecturer in Construction Management in the Department of Civil & Building Engineering, Loughborough University.
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