An Integrative Knowledge Management System for Environmental-Conscious Construction

2011 ◽  
pp. 3230-3247
Author(s):  
Zhen Chen ◽  
Stephen C.W. Kong ◽  
Heng Li ◽  
Qian Xu
Keyword(s):  
Environmental Management ◽  
Knowledge Management ◽  
Literature Review ◽  
System Analysis ◽  
Knowledge Management System ◽  
Theory Of Knowledge ◽  
Comprehensive Review ◽  
Adoption And Implementation ◽  
Development Literature

This chapter introduces an integrative knowledge management prototype named E+ for environmental-conscious construction based on a comprehensive integration of current environmental management (EM) techniques and tools in construction. The overall objective is to apply the theory of knowledge management (KM) in EM in construction, and the authors will achieve it though developing the E+ model and its tools for dynamic EM in construction. The approaches applied in this chapter include system analysis and development, literature review, questionnaire survey and interview, and case study. The results from this chapter include the E+, a comprehensive review of EM tools adopted in construction, and a demonstration of the implementation of the E+. Furthermore, the authors hope that the adoption and implementation of the E+ can effectively improve contractors’ performance in EM and reduce adverse environmental impacts in construction.

An Integrative Knowledge Management System for Environmental-Conscious Construction

2011 ◽  
pp. 323-342
Author(s):  
Zhen Chen ◽  
Stephen C.W. Kong ◽  
Heng Li ◽  
Qian Xu
Keyword(s):  
Environmental Management ◽  
Knowledge Management ◽  
Literature Review ◽  
System Analysis ◽  
Knowledge Management System ◽  
Theory Of Knowledge ◽  
Comprehensive Review ◽  
Adoption And Implementation ◽  
Development Literature

This chapter introduces an integrative knowledge management prototype named E+ for environmental-conscious construction based on a comprehensive integration of current environmental management (EM) techniques and tools in construction. The overall objective is to apply the theory of knowledge management (KM) in EM in construction, and the authors will achieve it though developing the E+ model and its tools for dynamic EM in construction. The approaches applied in this chapter include system analysis and development, literature review, questionnaire survey and interview, and case study. The results from this chapter include the E+, a comprehensive review of EM tools adopted in construction, and a demonstration of the implementation of the E+. Furthermore, the authors hope that the adoption and implementation of the E+ can effectively improve contractors’ performance in EM and reduce adverse environmental impacts in construction.

A Review of Knowledge Management Frameworks

2011 ◽  
pp. 120-236
Author(s):  
Brian Lehaney ◽  
Steve Clarke ◽  
Elayne Coakes ◽  
Gillian Jack
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Detailed Examination ◽  
Data Representation ◽  
Background Information ◽  
General Area ◽  
Organisational Structure ◽  
Comprehensive Review ◽  
Comprehensive Examination ◽  
New Knowledge

This research is concerned with developing a framework for the evaluation of an organisation’s potential to engage in knowledge management (an organisation’s ‘KM-readiness’, or KMR). To recap, Chapter 3 offered background information and empirical evidence of issues that need to be considered in organisations, Chapter 4 provided an overview of knowledge management, and Chapter 5 explored organisational structure, strategy, and culture in the context of knowledge management. Discussion thus far would not be sufficient to provide a robust and reasoned framework. This chapter is intended to accumulate some further and more focussed ideas as to what should be in a KMR framework, and to assist in the understanding of the material presented here and further on in this thesis. This chapter, therefore, provides a comprehensive review of published knowledge management frameworks that purport to address evaluation, implementation, and other connected areas. Before continuing, it is important to set this exercise in context. The review of frameworks is distinct from a review of literature in which the frameworks are presented. The latter is not intended here. For example, a review of a paper may involve a comprehensive critique, which includes exploration into the general area of research, clarification of the hypothesis, detailed examination of research methods and methodology, literature review, and comprehensive examination of data representation and quality. Such a review would consider the presentation of the paper, and it would critically reflect on the overall purpose of the paper and contribution made to new knowledge, either conceptual or practical. This review focuses solely on the frameworks presented in a paper and in particular those that may address evaluation of knowledge management in an organisation.

Retaining Organizational Knowledge: A Case Study of an Australian Construction Company

2002 ◽  
Vol 01 (02) ◽  
pp. 119-129 ◽  
Author(s):  
Lesley Pek Wee Land ◽  
Malcolm Land ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Future Research ◽  
Construction Company ◽  
Concrete Form ◽  
Structure Knowledge

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

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