"Managing Change in Construction Projects: a knowledge-based
approach" offers a new perspective on construction project change
by viewing the process of change management as a
knowledge-intensive activity, where team members bring their tacit
and explicit knowledge into the situation; share, create and
capture this collective knowledge for future re-use in similar
situations.
Through this knowledge-based approach, construction teams can
successfully resolve and learn from change events, leading to an
overall improved performance of the industry.
The book will make a significant contribution to our
understanding of construction project change by offering new
theoretical and practical insights and models grounded in results
of case studies conducted within two collaborative construction
project team settings.
By demonstrating how the social construction of knowledge works
in construction settings, the authors challenge the prevailing
change management solutions based on 'hard' IT approaches. They put
forward a balanced view that incorporates both IT-based and
socially constructed approaches to effective management of
construction project change.helps construction managers to improve
and learn through the process of construction project
changepresents new theoretical models and offers practical
guidelinesfirst research-based book to directly address project
change from a knowledge-based perspectivedraws on detailed studies
with construction companies, including Ballast Construction and
Kier Constructionencourages a move from the information driven,
process integrated approach to a knowledge-based view
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