Knowledge Management in Construction建筑知识管理
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作者： Chimay J. Anumba，Charles Egbu著
出 版 社：
出版时间： 2005-6-1字数：版次：页数： 226印刷时间： 2005/06/01开本： 16开印次：纸张： 胶版纸I S B N ： 9781405129725包装： 精装内容简介
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.
目录
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
3Construction 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
6Tools 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
7Cross-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
8Knowledge 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
9Performance 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
