Knowledge Management in Construction建筑知识管理 2025 chm pdf kindle rb azw3 下载 115盘

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.

Foreword

Preface

Acknowledgements

Contributors

1 Introduction

　　Charles O. Egbu, Chimay J. Anumba and Patricia M. Carrillo

2 The Nature and Dimensions of Knowledge Management Paul Quintas

　　2.1 Introduction

　　2.2 Why knowledge management now ? The drivers

　　2.3 The nature of knowledge

　　2.4 Extra-organisational knowledge and absorptive capacity

　　2.5 Key knowledge processes

　　2.6 Conclusions

　　References

3　Construction as a Knowledge-Based Industry

　　Charles O. Egbu and Herbert S. Robinson

　　3.1 Introduction

　　3.2 The 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

　　References

4 Strategies and Business Case for Knowledge Management Tony Sheehan, Dominique Poole, Ian Lyttle and Charles O. Egbu

　　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

References

5 Organisational Readiness for Knowledge Management

Carys E. Siemieniuch and Murray A. Sinclair

　　5.1 Introduction

　　5.2 The importance of knowledge lifecycle management (KLM)

　　5.3 Preparing the organisational context for knowledge lifecycle management

　　5.4 Conclusions

　　References

6　Tools and Techniques for Knowledge Management

　　Ahmed M. A1-Ghassani, Chimay J. Anumba, Patricia M. Carrillo and Herbert S. Robinson

　　6.1 Introduction

　　6.2 Knowledge management tools

　　6.3 Selecting knowledge management tools

　　6.4 The SeLEKT approach

　　6.5 Conclttsions

　　References

7　Cross-Project Knowledge Management

　　John M. Kamara, Chimay J. Anumba and Patricia M. Carrillo

　　7.1 Introduction

　　7.2 The nature of projects

　　7.3 Construction projects

　　7.4 Cross-project knowledge transfer

　　7.5 Live capture and reuse of project knowledge

　　7.6 Conclusions

　　References

8　Knowledge Management as a Driver for Innovation Charles O. Egbu

　　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 exploiting innovations: implications for managers

　　8.5 Conclusions

　　References

9　Performance Measurement in Knowledge Management

10 Knowledge Management Strategy Development: A CLEVER Approach

11 Corporate Menory

12 Building a Knowledge-Sharing Culture in Construction Project Teams

13 Concluding Notes

Index

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书籍介绍

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 implementing knowledge management are outlined and the ensuing benefits highlighted.