LEADER 05433nam 22006494a 450 001 9910145282803321 005 20230617010740.0 010 $a1-281-32152-4 010 $a9786611321529 010 $a0-470-75955-0 010 $a0-470-75952-6 035 $a(CKB)1000000000399390 035 $a(EBL)351237 035 $a(OCoLC)437218522 035 $a(SSID)ssj0000187950 035 $a(PQKBManifestationID)11197269 035 $a(PQKBTitleCode)TC0000187950 035 $a(PQKBWorkID)10141613 035 $a(PQKB)10290052 035 $a(MiAaPQ)EBC351237 035 $a(Au-PeEL)EBL351237 035 $a(CaPaEBR)ebr10232676 035 $a(CaONFJC)MIL132152 035 $a(EXLCZ)991000000000399390 100 $a20040826d2005 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aKnowledge management in construction$b[electronic resource] /$fedited by Chimay J. Anumba, Charles O. Egbu, and Patricia M. Carrillo ; foreword by Michael Latham 210 $aOxford ;$aMalden, MA $cBlackwell Pub.$d2005 215 $a1 online resource (242 p.) 300 $aDescription based upon print version of record. 311 $a1-4051-2972-7 320 $aIncludes bibliographical references and index. 327 $aKnowledge Management in Construction; Contents; Foreword; Preface; Acknowledgements; Contributors; 1 Introduction; 2 The Nature and Dimensions of Knowledge Management; 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; 3.1 Introduction; 3.2 The construction industry and knowledge-intensive products and services; 3.3 Knowledge production in construction 327 $a3.4 Communicating and sharing knowledge3.5 Creating and sustaining a knowledge culture; 3.6 Conclusions; References; 4 Strategies and 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; References; References; 5 Organisational Readiness for Knowledge Management; 5.1 Introduction; 5.2 The importance of knowledge lifecycle management (KLM) 327 $a5.3 Preparing the organisational context for knowledge lifecycle management5.4 Conclusions; References; 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; 7 Cross-Project Knowledge Management; 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; 8.1 Introduction 327 $a8.2 Knowledge management and innovations: building and maintaining capabilities8.3 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; 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; References 327 $a10 Knowledge Management Strategy Development: A CLEVER Approach10.1 Introduction; 10.2 The CLEVER project; 10.3 The CLEVER framework; 10.4 Utilisation and evaluation of the framework; 10.5 Conclusions; References; 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; References; 12 Building a Knowledge-Sharing Culture in Construction Project Teams; 12.1 Introduction; 12.2 Case study; 12.3 Discussion; 12.4 Conclusions; References 327 $a13 Concluding Notes 330 $aA 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 en 606 $aConstruction industry$xInformation services 615 0$aConstruction industry$xInformation services. 676 $a690 701 $aAnumba$b C. J$g(Chimay J.)$0857377 701 $aEgbu$b Charles O$0946698 701 $aCarrillo$b Patricia M$0946699 712 02$aWiley Online Library (Servicio en línea) 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910145282803321 996 $aKnowledge management in construction$92138903 997 $aUNINA