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Arditi, D and Chotibhongs, R (2009) Detection and prevention of unbalanced bids. Construction Management and Economics, 27(08), 721–32.
Choi, K, Lee, E-B, Ibbs, C W and Kim, Y W (2009) Multifaceted public outreach and cost–benefit analysis for its effectiveness validation. Construction Management and Economics, 27(08), 771–82.
Hyari, K H, El-Rayes, K and El-Mashaleh, M (2009) Automated trade-off between time and cost in planning repetitive construction projects. Construction Management and Economics, 27(08), 749–61.
Ilozor, B D (2009) Differential management of waste by construction sectors: a case study in Michigan, USA. Construction Management and Economics, 27(08), 763–70.
Javernick-Will, A N (2009) Organizational learning during internationalization: acquiring local institutional knowledge. Construction Management and Economics, 27(08), 783–97.
Voordijk, H (2009) Construction management and economics: the epistemology of a multidisciplinary design science. Construction Management and Economics, 27(08), 713–20.
Yu, W-d, Chang, P-l, Yao, S-H and Liu, S-J (2009) KVAM: model for measuring knowledge management performance of engineering community of practice. Construction Management and Economics, 27(08), 733–47.
- Type: Journal Article
- Keywords: knowledge management; community of practice; performance evaluation; engineering consulting; value-adding models
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190903074978
- Abstract:
The research presents the development of the knowledge value-adding model (KVAM) for quantitative performance measurement of the community of practice (CoP) of the knowledge management system (KMS) in an A/E consulting firm. The proposed KVAM combines several existing KM theories including knowledge creation spiral, knowledge chain model, and knowledge value added theory to form a process-level model for measuring the performance of a generic community of practice (CoP). Case study results show that the proposed KVAM provides KM managers with a useful tool not only to monitor the performance of a CoP and its members but also to plan an effective strategy for performance improvement. Unlike the traditional organizational-level approaches, the proposed KVAM was concluded to better reflect the actual values solely generated by the KMS rather than other management factors.