Knowledge sharing strategies for large complex building projects
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Knowledge sharing strategies for large complex building projects - Boek Esra Bektas (9461861745) (2008)
NL NWISBN: 9461861745 bzw. 9789461861740, in Holländisch, neu.
Lieferung aus: Niederlande, ca. 6 werkdagen.
Het Boek Knowledge sharing strategies for large complex building projects (9461861745) geschreven door Esra Bektas bestel je op bruna.nl! The construction industry is a project-based sector with a myriad of actors such as architects, construction companies, consultants, producers of building materials (Anumba et al., 2005). The interaction between the project partners is often quite limited, which leads to insufficient knowledge sharing during the project and knowledge being unavailable for reuse (Fruchter et al. 2002). The result can be a considerable amount of extra work, delays and cost overruns. Design outcomes that are supposed to function as boundary objects across different disciplines can lead to misinterpretation of requirements, project content and objectives. In this research, knowledge is seen as resulting from social interactions; knowledge resides in communities and it is generated through social relationships (Wenger 1998, Olsson et al. 2008). Knowledge is often tacit, intangible and context-dependent and it is articulated in the changing responsibilities, roles, attitudes and values that are present in the work environment (Bresnen et al., 2003). In a project environment, knowledge enables individuals to solve problems, take decisions, and apply these decisions to actions. In order to achieve a shared understanding and minimize the misunderstanding and misinterpretations among project actors, it is necessary to share knowledge (Fong 2003). Sharing knowledge is particularly crucial in large complex building projects (LCBPs) in order to accelerate the building process, improve architectural quality and prevent mistakes or undesirable results. However, knowledge sharing is often hampered through professional or organizational boundaries or contractual concerns. When knowledge is seen as an organizational asset, there is little willingness among project organizations to share their knowledge. Individual people may recognize the need to promote knowledge sharing throughout the project, but typically there is no deliberate strategy agreed by all project partners to address knowledge sharing.
Het Boek Knowledge sharing strategies for large complex building projects (9461861745) geschreven door Esra Bektas bestel je op bruna.nl! The construction industry is a project-based sector with a myriad of actors such as architects, construction companies, consultants, producers of building materials (Anumba et al., 2005). The interaction between the project partners is often quite limited, which leads to insufficient knowledge sharing during the project and knowledge being unavailable for reuse (Fruchter et al. 2002). The result can be a considerable amount of extra work, delays and cost overruns. Design outcomes that are supposed to function as boundary objects across different disciplines can lead to misinterpretation of requirements, project content and objectives. In this research, knowledge is seen as resulting from social interactions; knowledge resides in communities and it is generated through social relationships (Wenger 1998, Olsson et al. 2008). Knowledge is often tacit, intangible and context-dependent and it is articulated in the changing responsibilities, roles, attitudes and values that are present in the work environment (Bresnen et al., 2003). In a project environment, knowledge enables individuals to solve problems, take decisions, and apply these decisions to actions. In order to achieve a shared understanding and minimize the misunderstanding and misinterpretations among project actors, it is necessary to share knowledge (Fong 2003). Sharing knowledge is particularly crucial in large complex building projects (LCBPs) in order to accelerate the building process, improve architectural quality and prevent mistakes or undesirable results. However, knowledge sharing is often hampered through professional or organizational boundaries or contractual concerns. When knowledge is seen as an organizational asset, there is little willingness among project organizations to share their knowledge. Individual people may recognize the need to promote knowledge sharing throughout the project, but typically there is no deliberate strategy agreed by all project partners to address knowledge sharing.
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Knowledge sharing strategies for large complex building projects (2008)
EN PB NWISBN: 9789461861740 bzw. 9461861745, in Englisch, BK Books, Taschenbuch, neu.
Lieferung aus: Niederlande, 3 - 5 Werkdagen.
The construction industry is a project-based sector with a myriad of actors such as architects, construction companies, consultants, producers of building materials (Anumba et al., 2005). The interaction between the project partners is often quite limited, which leads to insufficient knowledge sharing during the project and knowledge being unavailable for reuse (Fruchter et al. 2002). The result can be a considerable amount of extra work, delays and cost overruns. Design outcomes that are supposed to function as boundary objects across different disciplines can lead to misinterpretation of requirements, project content and objectives. In this research, knowledge is seen as resulting from social interactions; knowledge resides in communities and it is generated through social relationships (Wenger 1998, Olsson et al. 2008). Knowledge is often tacit, intangible and context-dependent and it is articulated in the changing responsibilities, roles, attitudes and values that are present in the work environment (Bresnen et al., 2003). In a project environment, knowledge enables individuals to solve problems, take decisions, and apply these decisions to actions. In order to achieve a shared understanding and minimize the misunderstanding and misinterpretations among project actors, it is necessary to share knowledge (Fong 2003). Sharing knowledge is particularly crucial in large complex building projects (LCBPs) in order to accelerate the building process, improve architectural quality and prevent mistakes or undesirable results. However, knowledge sharing is often hampered through professional or organizational boundaries or contractual concerns. When knowledge is seen as an organizational asset, there is little willingness among project organizations to share their knowledge. Individual people may recognize the need to promote knowledge sharing throughout the project, but typically there is no deliberate strategy agreed by all project partners to address knowledge sharing. School en studieboeken, Alle school en studieboeken, Engelse Boeken > School & studieboeken > Alle school & studieboeken.
The construction industry is a project-based sector with a myriad of actors such as architects, construction companies, consultants, producers of building materials (Anumba et al., 2005). The interaction between the project partners is often quite limited, which leads to insufficient knowledge sharing during the project and knowledge being unavailable for reuse (Fruchter et al. 2002). The result can be a considerable amount of extra work, delays and cost overruns. Design outcomes that are supposed to function as boundary objects across different disciplines can lead to misinterpretation of requirements, project content and objectives. In this research, knowledge is seen as resulting from social interactions; knowledge resides in communities and it is generated through social relationships (Wenger 1998, Olsson et al. 2008). Knowledge is often tacit, intangible and context-dependent and it is articulated in the changing responsibilities, roles, attitudes and values that are present in the work environment (Bresnen et al., 2003). In a project environment, knowledge enables individuals to solve problems, take decisions, and apply these decisions to actions. In order to achieve a shared understanding and minimize the misunderstanding and misinterpretations among project actors, it is necessary to share knowledge (Fong 2003). Sharing knowledge is particularly crucial in large complex building projects (LCBPs) in order to accelerate the building process, improve architectural quality and prevent mistakes or undesirable results. However, knowledge sharing is often hampered through professional or organizational boundaries or contractual concerns. When knowledge is seen as an organizational asset, there is little willingness among project organizations to share their knowledge. Individual people may recognize the need to promote knowledge sharing throughout the project, but typically there is no deliberate strategy agreed by all project partners to address knowledge sharing. School en studieboeken, Alle school en studieboeken, Engelse Boeken > School & studieboeken > Alle school & studieboeken.
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