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.

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.

Foreword

vii

Preface

ix

Acknowledgements

x

Contributors

xi

Introduction

1

(9)

Charles O. Egbu

Chimay J. Anumba

Patricia M. Carrillo

The Nature and Dimensions of Knowledge Management

10

(21)

Paul Quintas

Introduction

10

(3)

Why knowledge management now? The drivers

13

(8)

The nature of knowledge

21

(3)

Extra-organisational knowledge and absorptive capacity

24

(1)

Key knowledge processes

25

(2)

Conclusions

27

(4)

References

28

(3)

Construction as a Knowledge-Based Industry

31

(19)

Charles O. Egbu

Herbert S. Robinson

Introduction

31

(1)

The construction industry and knowledge-intensive products and services

32

(2)

Knowledge production in construction

34

(6)

Communicating and sharing knowledge

40

(5)

Creating and sustaining a knowledge culture

45

(1)

Conclusions

46

(4)

References

47

(3)

Strategies and Business Case for Knowledge Management

50

(15)

Tony Sheehan

Dominique Poole

Ian Lyttle

Charles O. Egbu

Introduction

50

(1)

What does knowledge management mean to construction?

50

(1)

What knowledge management strategy should be adopted?

51

(2)

Delivering knowledge management in practice

53

(7)

A business case for knowledge management

60

(3)

The future

63

(2)

References

64

(1)

Organisational Readiness for Knowledge Management

65

(18)

Carys E. Siemieniuch

Murray A. Sinclair

Introduction

65

(1)

The importance of knowledge lifecycle management (KLM)

66

(4)

Preparing the organisational context for knowledge lifecycle management

70

(8)

Conclusions

78

(5)

References

79

(4)

Tools and Techniques for Knowledge Management

83

(20)

Ahmed M. Al-Ghassani

Chimay J. Anumba

Patricia M. Carrillo

Herbert S. Robinson

Introduction

83

(1)

Knowledge management tools

84

(5)

Selecting knowledge management tools

89

(6)

The SeLEKT approach

95

(4)

Conclusions

99

(4)

References

101

(2)

Cross-Project Knowledge Management

103

(18)

John M. Kamara

Chimay J. Anumba

Patricia M. Carrillo

Introduction

103

(1)

The nature of projects

104

(1)

Construction projects

105

(4)

Cross-project knowledge transfer

109

(5)

Live capture and reuse of project knowledge

114

(4)

Conclusions

118

(3)

References

119

(2)

Knowledge Management as a Driver for Innovation

121

(11)

Charles O. Egbu

Introduction

121

(2)

Knowledge management and innovations: building and maintaining capabilities

123

(3)

Knowledge management and improved innovations: issues of strategy, process, structure, culture and technology

126

(2)

Managing knowledge for exploiting innovations: implications for managers

128

(1)

Conclusions

129

(3)

References

130

(2)

Performance Measurement in Knowledge Management

132

(19)

Herbert S. Robinson

Patricia M. Carrillo

Chimay J. Anumba

Ahmed M. Al-Ghassani

Introduction

132

(1)

Why measure the performance of knowledge management and knowledge assets?

133

(2)

Types of performance measures

135

(2)

Measurement approaches

137

(5)

Application tools

142

(6)

Conclusions

148

(3)

References

149

(2)

Knowledge Management Strategy Development: A Clever Approach

151

(19)

Chimay J. Anumba

John M. Kamara

Patricia M. Carrillo

Introduction

151

(2)

The Clever project

153

(2)

The Clever framework

155

(9)

Utilisation and evaluation of the framework

164

(1)

Conclusions

165

(5)

References

169

(1)

Corporate Memory

170

(25)

Renate Fruchter

Peter Demian

Introduction

170

(3)

Research methodology

173

(3)

Related research

176

(1)

Tacit knowledge capture, sharing and reuse

177

(4)

Tacit and explicit knowledge capture, sharing and reuse

181

(10)

Conclusions

191

(4)

References

192

(3)

Building a Knowledge-Sharing Culture in Construction Project Teams

195

(18)

Patrick S.W. Fong

Introduction

195

(1)

Case study

196

(7)

Discussion

203

(7)

Conclusions

210

(3)

References

210

(3)

Concluding Notes

213

(6)

Chimay J. Anumba

Charles O. Egbu

Patricia M. Carrillo

Introduction

213

(1)

Summary

213

(1)

Benefits of knowledge management to construction organisations

214

(1)

Issues in knowledge management implementation

215

(1)

Future directions

216

(3)

Index

219

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