Knowledge Management in Construction -- Contents -- Foreword -- Preface -- Acknowledgements -- Contributors -- 1 Introduction -- 2 The Nature and Dimensions of Knowledge Management -- 2.1 Introduction -- 2.2 Why knowledge management now ? The drivers -- 2.3 The nature of knowledge -- 2.4 Extra-organisational knowledge and absorptive capacity -- 2.5 Key knowledge processes -- 2.6 Conclusions -- References -- 3 Construction as a Knowledge-Based Industry -- 3.1 Introduction -- 3.2 The construction industry and knowledge-intensive products and services -- 3.3 Knowledge production in construction -- 3.4 Communicating and sharing knowledge -- 3.5 Creating and sustaining a knowledge culture -- 3.6 Conclusions -- References -- 4 Strategies and Business Case for Knowledge Management -- 4.1 Introduction -- 4.2 What does knowledge management mean to construction? -- 4.3 What knowledge management strategy should be adopted? -- 4.4 Delivering knowledge management in practice -- 4.5 A business case for knowledge management -- 4.6 The future -- References -- 5 Organisational Readiness for Knowledge Management -- 5.1 Introduction -- 5.2 The importance of knowledge lifecycle management (KLM) -- 5.3 Preparing the organisational context for knowledge lifecycle management -- 5.4 Conclusions -- References -- 6 Tools and Techniques for Knowledge Management -- 6.1 Introduction -- 6.2 Knowledge management tools -- 6.3 Selecting knowledge management tools -- 6.4 The SeLEKT approach -- 6.5 Conclusions -- References -- 7 Cross-Project Knowledge Management -- 7.1 Introduction -- 7.2 The nature of projects -- 7.3 Construction projects -- 7.4 Cross-project knowledge transfer -- 7.5 Live capture and reuse of project knowledge -- 7.6 Conclusions -- References -- 8 Knowledge Management as a Driver for Innovation -- 8.1 Introduction.

8.2 Knowledge management and innovations: building and maintaining capabilities -- 8.3 Knowledge management and improved innovations: issues of strategy, process, structure, culture and technology -- 8.4 Managing knowledge for exploiting innovations: implications for managers -- 8.5 Conclusions -- References -- 9 Performance Measurement in Knowledge Management -- 9.1 Introduction -- 9.2 Why measure the performance of knowledge management and knowledge assets? -- 9.3 Types of performance measures -- 9.4 Measurement approaches -- 9.5 Application tools -- 9.6 Conclusions -- References -- 10 Knowledge Management Strategy Development: A CLEVER Approach -- 10.1 Introduction -- 10.2 The CLEVER project -- 10.3 The CLEVER framework -- 10.4 Utilisation and evaluation of the framework -- 10.5 Conclusions -- References -- 11 Corporate Memory -- 11.1 Introduction -- 11.2 Research methodology -- 11.3 Related research -- 11.4 Tacit knowledge capture, sharing and reuse -- 11.5 Tacit and explicit knowledge capture, sharing and reuse -- 11.6 Conclusions -- References -- 12 Building a Knowledge-Sharing Culture in Construction Project Teams -- 12.1 Introduction -- 12.2 Case study -- 12.3 Discussion -- 12.4 Conclusions -- References -- 13 Concluding Notes -- 13.1 Introduction -- 13.2 Summary -- 13.3 Benefits of knowledge management to construction organisations -- 13.4 Issues in knowledge management implementation -- 13.5 Future directions -- Index.