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Al-Jibouri, S H and Mawdesley, M J (2001) Design and experience with a computer game for teaching construction project planning and control. Engineering, Construction and Architectural Management, 8(05), 418–27.

Bresnen, M and Marshall, N (2001) Understanding the diffusion and application of new management ideas in construction. Engineering, Construction and Architectural Management, 8(05), 335–45.

Charoenngam, C and Sriprasert, E (2001) Assessment of cost control systems: a case study of Thai construction organizations. Engineering, Construction and Architectural Management, 8(05), 368–80.

Chritamara, S, Ogunlana, S O and Bach, N L (2001) Investigating the effect of initial scope establishment on the performance of a project through system dynamics modelling. Engineering, Construction and Architectural Management, 8(05), 381–92.

Gil, N, Tommelein, I D, Kirkendall, R L and Ballard, G (2001) Leveraging speciality-contractor knowledge in design-build organizations. Engineering, Construction and Architectural Management, 8(05), 355–67.

Harris, R A and Scott, S (2001) UK practice in dealing with claims for delay. Engineering, Construction and Architectural Management, 8(05), 317–24.

Kululanga, G K and McCaffer, R (2001) Measuring knowledge management for construction organizations. Engineering, Construction and Architectural Management, 8(05), 346–54.

  • Type: Journal Article
  • Keywords: construction organizations; intellectual capital; knowledge management
  • ISBN/ISSN: 0969-9988
  • URL: http://www.ingentaconnect.com/search/expand?pub=infobike://bsc/ecam/2001/00000008/F0020005/art00217&unc=
  • Abstract:
    The greatest challenge facing construction executives is how to manage their intellectual capital. The business environment has now entered a knowledge era, where knowledge has become power and learning rapidly and competently has become a pre-eminent strategy for success. Thus, knowledge is rapidly becoming more important to organizations than financial resources, market positions, technology and other tangible assets. However, the management of intellectual capital is still an under-charted territory within construction organizations. Managing know-how, know-what, know-why is unlike managing finances or construction plant, yet intellectual investments need to be treated with every bit of care. Learning organizations deliberately and competently manage knowledge as one of their central factors of success in this knowledge economy. It is from this understanding that this paper presents the principles that underly knowledge management and invokes a framework which aims at facilitating management of construction organizations' intellectual capital as one of the strategies for improving construction business processes.

Kumaraswamy, M and Dulaimi, M (2001) Empowering innovative improvements through creative construction procurement. Engineering, Construction and Architectural Management, 8(05), 325–34.

Messner, J I and Sanvido, V E (2001) An information model of project evaluation. Engineering, Construction and Architectural Management, 8(05), 393–402.

Oyegoke, A S (2001) UK and US construction management contracting procedures and practices: a comparative study. Engineering, Construction and Architectural Management, 8(05), 403–17.