Cross‐Project Knowledge Management

Kamara, John M.; Anumba, Chimay J.; Carrillo, Patricia M.

doi:10.1002/9780470759554.ch7

Cited by 4 publications

(2 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Many academics have identified the importance of people‐focussed aspects of KM as the area for greatest potential. Numerous authors have identified the dependence of KM solutions on the staff and managers within an organisation, and the importance of their willingness and ability to act cooperatively and share their knowledge with that of others (Fong, 2005; Kamara et al , 2005). KM authors often refer to “people”‐related KM factors and solutions.…”

Section: Knowledge Managementmentioning

confidence: 99%

“…Organisational culture is defined by Drucker et al (1996) as the “corporate glue” that binds employees to the objectives of the organisation. The importance of people and culture to KM is reported on by Kamara et al (2005), who state that the transfer of project knowledge is dependant on the people involved and that the key issue is the relationship between “individual knowledge” and “shared organisational knowledge”; how much knowledge is retained by the individual and how much is held across the organisation.…”

Section: Km In the Construction Industrymentioning

confidence: 99%

See 1 more Smart Citation

Ensuring the effectiveness of a knowledge management initiative

Bishop

Bouchlaghem

Glass

et al. 2008

Journal of Knowledge Management

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to identify a set of critical success factors, which ensure the effectiveness of knowledge management initiatives, with particular focus on the effect of people‐oriented success factors.Design/methodology/approachA comprehensive review of knowledge management literature, substantiated by ten qualitative interviews with leading academics and industrial representatives in the field of knowledge management in the construction industry.FindingsThe research suggests that organisations need to consider several key areas, in particular, the processes and practices undertaken to understand and define knowledge management, the implementation of dedicated champions, the integration of the initiative into the business, and effective communication of its benefits to members of staff. Each of these factors will have a direct bearing on the level of effectiveness reached by an organisation's knowledge management initiative.Research limitations/implicationsThe industry‐based interviewees were all strategic‐level managers. This means that, in relation to the application of knowledge management initiatives, they adopt primarily managerial roles. Further interviews with the practitioners of these initiatives would be beneficial in reflecting the more “hands‐on” perspective of knowledge management implementation.Originality/valueA holistic overview of the best‐practice for maximising the effectiveness of a knowledge management initiative by addressing the issues, which concern the people involved with its implementation.

show abstract

Section: Knowledge Managementmentioning

confidence: 99%

Section: Km In the Construction Industrymentioning

confidence: 99%