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…mehr
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
Chapter 1 INTRODUCTION. Chapter 2 NATURE AND DIMENSIONS OF KNOWLEDGE MANAGEMENT. 2.1 Introduction 2.2 Why knowledge management now? The Drivers 2.3 Nature of knowledge 2.4 Extra organisational knowledge and absorptive capacity 2.5 Key knowledge processes 2.6 Conclusions. Chapter 3 CONSTRUCTION AS A KNOWLEDGE-BASED INDUSTRY. 3.1 Introduction 3.2 Construction industry and knowledge intensive products and services 3.3 Knowledge production in Construction 3.4 Communicating and sharing knowledge 3.5 Creating and sustaining a knowledge culture 3.6 Conclusions. Chapter 4 THE BUSINESS CASE FOR KNOWLEDGE MANAGEMENT. 4.1 Introduction 4.2 What does Knowledge Management mean to Construction? 4.3 What Knowledge Management strategy should be adopted? 4.4 Delivering Knowledge Management in practice 4.5 A business case for Knowledge Management 4.6 The Future. Chapter 5 ORGANISATIONAL READINESS FOR KNOWLEDGE MANAGEMENT. 5.1 Introduction 5.2 Importance of knowledge lifecycle management (KLM) 5.3 Preparing the organisational context for KLM 5.4 Conclusions. Chapter 6 TOOLS AND TECHNIQUES FOR KNOWLEDGE MANAGEMENT. 6.1 Introduction 6.2 Knowledge management tools 6.3 Selecting Knowledge management tools 6.4 The SeLEKT approach 6.5 Conclusions. Chapter 7 CROSS-PROJECT KNOWLEDGE MANAGEMENT. 7.1 Introduction 7.2 Nature of projects 7.3 Construction projects 7.4 Cross project knowledge transfer 7.5 Live capture and re-use of project knowledge 7.6 Conclusions. Chapter 8 KNOWLEDGE MANAGEMENT AS A DRIVER FOR INNOVATION. 8.1 Introduction 8.2 Knowledge management and innovations - building and maintaining capabilities 8.3 Knowledge management and improved innovations: Issues of strategy, process, structure, culture and technology 8.4 Managing knowledge for exploitations: Implications for managers 8.5 Conclusions. Chapter 9 PERFORMANCE MEASUREMENT IN KNOWLEDGE MANAGEMENT. 9.1 Introduction 9.2 Why measure the performance of knowledge management and knowledge assets 9.3 Types of performance measures 9.4 Measurement approaches 9.5 Application tools 9.6 Conclusions. Chapter 10 KM STATEGY DEVELOPMENT: A CLEVER APPROACH. 10.1 Introduction 10.2 The CLEVER project 10.3 The Clever Framework 10.4 Utilisation and Evaluation of the Framework 10.5 Conclusions . Chapter 11 CORPORATE MEMORY. 11.1 Introduction 11.2 Research Methodology 11.3 Related Research 11.4 Tacit knowledge, capture, sharing and reuse 11.5 Tacit and explicit knowledge capture, sharing and reuse 11.6 Conclusions. Chapter 12 BUILDING A KNOWLEDGE SHARING CULTURE IN CONSTRUCTION PROJECT TEAMS. 12.1 Introduction 12.2 Case study 12.3 Discussion 12.4 Conclusions. Chapter 13 CONCLUDING NOTES. 13.1 Introduction 13.2 Summary 13.3 Benefits of knowledge management to construction organisations 13.4 Issues in knowledge management implementation Future directions
Chapter 1 INTRODUCTION. Chapter 2 NATURE AND DIMENSIONS OF KNOWLEDGE MANAGEMENT. 2.1 Introduction 2.2 Why knowledge management now? The Drivers 2.3 Nature of knowledge 2.4 Extra organisational knowledge and absorptive capacity 2.5 Key knowledge processes 2.6 Conclusions. Chapter 3 CONSTRUCTION AS A KNOWLEDGE-BASED INDUSTRY. 3.1 Introduction 3.2 Construction industry and knowledge intensive products and services 3.3 Knowledge production in Construction 3.4 Communicating and sharing knowledge 3.5 Creating and sustaining a knowledge culture 3.6 Conclusions. Chapter 4 THE BUSINESS CASE FOR KNOWLEDGE MANAGEMENT. 4.1 Introduction 4.2 What does Knowledge Management mean to Construction? 4.3 What Knowledge Management strategy should be adopted? 4.4 Delivering Knowledge Management in practice 4.5 A business case for Knowledge Management 4.6 The Future. Chapter 5 ORGANISATIONAL READINESS FOR KNOWLEDGE MANAGEMENT. 5.1 Introduction 5.2 Importance of knowledge lifecycle management (KLM) 5.3 Preparing the organisational context for KLM 5.4 Conclusions. Chapter 6 TOOLS AND TECHNIQUES FOR KNOWLEDGE MANAGEMENT. 6.1 Introduction 6.2 Knowledge management tools 6.3 Selecting Knowledge management tools 6.4 The SeLEKT approach 6.5 Conclusions. Chapter 7 CROSS-PROJECT KNOWLEDGE MANAGEMENT. 7.1 Introduction 7.2 Nature of projects 7.3 Construction projects 7.4 Cross project knowledge transfer 7.5 Live capture and re-use of project knowledge 7.6 Conclusions. Chapter 8 KNOWLEDGE MANAGEMENT AS A DRIVER FOR INNOVATION. 8.1 Introduction 8.2 Knowledge management and innovations - building and maintaining capabilities 8.3 Knowledge management and improved innovations: Issues of strategy, process, structure, culture and technology 8.4 Managing knowledge for exploitations: Implications for managers 8.5 Conclusions. Chapter 9 PERFORMANCE MEASUREMENT IN KNOWLEDGE MANAGEMENT. 9.1 Introduction 9.2 Why measure the performance of knowledge management and knowledge assets 9.3 Types of performance measures 9.4 Measurement approaches 9.5 Application tools 9.6 Conclusions. Chapter 10 KM STATEGY DEVELOPMENT: A CLEVER APPROACH. 10.1 Introduction 10.2 The CLEVER project 10.3 The Clever Framework 10.4 Utilisation and Evaluation of the Framework 10.5 Conclusions . Chapter 11 CORPORATE MEMORY. 11.1 Introduction 11.2 Research Methodology 11.3 Related Research 11.4 Tacit knowledge, capture, sharing and reuse 11.5 Tacit and explicit knowledge capture, sharing and reuse 11.6 Conclusions. Chapter 12 BUILDING A KNOWLEDGE SHARING CULTURE IN CONSTRUCTION PROJECT TEAMS. 12.1 Introduction 12.2 Case study 12.3 Discussion 12.4 Conclusions. Chapter 13 CONCLUDING NOTES. 13.1 Introduction 13.2 Summary 13.3 Benefits of knowledge management to construction organisations 13.4 Issues in knowledge management implementation Future directions
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