Knowledge Management in Construction......Page 3
Contents......Page 5
Foreword......Page 9
Preface......Page 11
Acknowledgements......Page 12
Contributors......Page 13
1 Introduction......Page 17
2.1 Introduction......Page 26
2.2 Why knowledge management now ? The drivers......Page 29
2.3 The nature of knowledge......Page 37
2.4 Extra-organisational knowledge and absorptive capacity......Page 40
2.5 Key knowledge processes......Page 41
2.6 Conclusions......Page 43
References......Page 44
3.1 Introduction......Page 47
3.2 The construction industry and knowledge-intensive products and services......Page 48
3.3 Knowledge production in construction......Page 50
3.4 Communicating and sharing knowledge......Page 56
3.5 Creating and sustaining a knowledge culture......Page 61
3.6 Conclusions......Page 62
References......Page 63
4.2 What does knowledge management mean to construction?......Page 66
4.3 What knowledge management strategy should be adopted?......Page 67
4.4 Delivering knowledge management in practice......Page 69
4.5 A business case for knowledge management......Page 76
4.6 The future......Page 79
References......Page 80
5.1 Introduction......Page 81
5.2 The importance of knowledge lifecycle management (KLM)......Page 82
5.3 Preparing the organisational context for knowledge lifecycle management......Page 86
5.4 Conclusions......Page 94
References......Page 95
6.1 Introduction......Page 99
6.2 Knowledge management tools......Page 100
6.3 Selecting knowledge management tools......Page 105
6.4 The SeLEKT approach......Page 111
6.5 Conclusions......Page 115
7.1 Introduction......Page 119
7.2 The nature of projects......Page 120
7.3 Construction projects......Page 121
7.4 Cross-project knowledge transfer......Page 125
7.5 Live capture and reuse of project knowledge......Page 130
7.6 Conclusions......Page 134
References......Page 135
8.1 Introduction......Page 137
8.2 Knowledge management and innovations: building and maintaining capabilities......Page 139
8.3 Knowledge management and improved innovations: issues of strategy, process, structure, culture and technology......Page 142
8.4 Managing knowledge for exploiting innovations: implications for managers......Page 144
8.5 Conclusions......Page 145
References......Page 146
9.1 Introduction......Page 148
9.2 Why measure the performance of knowledge management and knowledge assets?......Page 149
9.3 Types of performance measures......Page 151
9.4 Measurement approaches......Page 153
9.5 Application tools......Page 158
9.6 Conclusions......Page 164
References......Page 165
10.1 Introduction......Page 167
10.2 The CLEVER project......Page 169
10.3 The CLEVER framework......Page 171
10.4 Utilisation and evaluation of the framework......Page 180
10.5 Conclusions......Page 181
References......Page 185
11.1 Introduction......Page 186
11.2 Research methodology......Page 189
11.3 Related research......Page 192
11.4 Tacit knowledge capture, sharing and reuse......Page 193
11.5 Tacit and explicit knowledge capture, sharing and reuse......Page 197
11.6 Conclusions......Page 207
References......Page 208
12.1 Introduction......Page 211
12.2 Case study......Page 212
12.3 Discussion......Page 219
References......Page 226
13.2 Summary......Page 229
13.3 Benefits of knowledge management to construction organisations......Page 230
13.4 Issues in knowledge management implementation......Page 231
13.5 Future directions......Page 232
Index......Page 235