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Addis, M (2016) Tacit and explicit knowledge in construction management. Construction Management and Economics, 34(07), 439-45.
- Type: Journal Article
- Keywords: tacit knowledge; project management; information management; measurement; knowledge management; performance management; explicit knowledge; construction industry
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2016.1180416
- Abstract:
In construction, better practice has been sought through the employment of knowledge management. Interest in tacit knowledge has grown due to its importance for raising performance at all organizational levels. Aspects of the limits which tacit knowledge places on knowledge management approaches in construction are considered with the focus being upon broad knowledge management categories rather than the details of particular methods. The distinction between knowing how and knowing that coupled with examination of whether the main mode of knowing is tacit or explicit is used to analyse the relationship between tacit and explicit knowledge in construction. There are significant general theoretical difficulties with incorporating tacit knowledge into the objectivist knowledge management approaches which predominate in construction particularly since methods for converting tacit to explicit knowledge are problematic. Improving performance requires appreciating the limitations of objectivist and practice-based knowledge management within the context of construction projects as the consideration of performance management measures illustrates.; In construction, better practice has been sought through the employment of knowledge management. Interest in tacit knowledge has grown due to its importance for raising performance at all organizational levels. Aspects of the limits which tacit knowledge places on knowledge management approaches in construction are considered with the focus being upon broad knowledge management categories rather than the details of particular methods. The distinction between knowing how and knowing that coupled with examination of whether the main mode of knowing is tacit or explicit is used to analyse the relationship between tacit and explicit knowledge in construction. There are significant general theoretical difficulties with incorporating tacit knowledge into the objectivist knowledge management approaches which predominate in construction particularly since methods for converting tacit to explicit knowledge are problematic. Improving performance requires appreciating the limitations of objectivist and practice-based knowledge management within the context of construction projects as the consideration of performance management measures illustrates.;
Chan, P W (2016) Expert knowledge in the making: Using a processual lens to examine expertise in construction. Construction Management and Economics, 34(07), 471-83.
Gacasan, E M P, Wiggins, M W and Searle, B J (2016) The role of cues in expert project manager sensemaking. Construction Management and Economics, 34(07), 492-16.
Gluch, P and Bosch-Sijtsema, P (2016) Conceptualizing environmental expertise through the lens of institutional work. Construction Management and Economics, 34(07), 522-14.
Ingirige, B (2016) Theorizing construction industry practice within a disaster risk reduction setting: Is it a panacea or an illusion?. Construction Management and Economics, 34(07), 592-607.
Kanjanabootra, S and Corbitt, B (2016) Reproducing knowledge in construction expertise: A reflexive theory, critical approach. Construction Management and Economics, 34(07), 561-77.
Kokkonen, A and Alin, P (2016) Practitioners deconstructing and reconstructing practices when responding to the implementation of BIM. Construction Management and Economics, 34(07), 578-91.
Mogendorff, K (2016) The building or enactment of expertise in context: What the performative turn in the social sciences may add to expertise research in construction management. Construction Management and Economics, 34(07), 484-91.
Newton, S (2016) The being of construction management expertise. Construction Management and Economics, 34(07), 458-70.
Raiden, A (2016) Horseplay, care and hands on hard work: Gendered strategies of a project manager on a construction site. Construction Management and Economics, 34(07), 508-21.
Sage, D J (2016) Rethinking construction expertise with posthumanism. Construction Management and Economics, 34(07), 446-57.
Scott, L M (2016) Theory and research in construction education: The case for pragmatism. Construction Management and Economics, 34(07), 552-60.
Voordijk, H and Adriaanse, A (2016) Engaged scholarship in construction management research: The adoption of information and communications technology in construction projects. Construction Management and Economics, 34(07), 536-51.