Construction Project Management Research Compendium by Faisal M. Arain

By Faisal M. Arain

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Tacit knowledge; known as ―soft‖ knowledge that includes insights, intuitions, and hunches, tacit knowledge is difficult to express and formalize, and is, therefore, difficult to share (Leonard and Sensiper, 1998). Tacit knowledge needs to be converted into explicit knowledge in order for it to be shared and utilised by others (Nonaka and Takeuchi, 1995). Knowledge Management has been largely supported by many scholars (Nonaka, 1994; Wiig, 1995). Some of the definitions about knowledge management are given.

2005). The very nature of construction witnesses continual changes in job location and transfer of line workers amongst construction companies. It is for these reasons that practical experience and tacit knowledge becomes critical and hence, should be transformed as the organisation‟s knowledge assets. The management of this tacit knowledge via proper documentation and record-keeping is crucial for future employee training and cost-cutting exercises options. , 1999). Effective KM has a role to play in improving performance (Zin and Egbu, 2009).

The management of these unique problems and their solutions form tacit knowledge confined to the minds of only those who experienced them. The persons in possession of these tacit knowledge will prove valuable to the industry as they help prevent reinvention of the wheel and repetition of similar mistakes. , 2005). The very nature of construction witnesses continual changes in job location and transfer of line workers amongst construction companies. It is for these reasons that practical experience and tacit knowledge becomes critical and hence, should be transformed as the organisation‟s knowledge assets.

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