Managing knowledge: Lessons from the oil and gas sector

被引：0
作者：
Carrillo, Patricia [1 ]
机构：
[1] Dept. of Civil/Building Engineering, Loughborough University
来源：
Construction Management and Economics | 2004年 / 22卷 / 06期
关键词：
Construction; Knowledge management; Oil and gas sector;
D O I：
10.1080/0144619042000226289
中图分类号：
学科分类号：
摘要：
Knowledge management (KM) is of increasing interest to a number of leading UK construction organizations. Companies are keen to find out what other organizations are doing both within the construction and other industry sectors. There are important lessons to be learned from Canadian oil and gas organizations on how they manage their knowledge. A case study is used to explore the KM activities of eight leading organizations and investigate the opportunities for construction organizations to adopt some of their ideas. Three areas are covered: KM strategy and implementation, people aspects of KM and metrics for KM performance. There are several potential lessons for UK organizations: the need for KM to be driven by senior management if it is to have any notable success; the use of people-centred techniques for sharing tacit knowledge and IT tools for sharing explicit knowledge; the importance of selling solutions to project teams to obtain employee support for KM; peer recognition has a more sustainable impact than financial reward; and KM measurement should be considered as a way of improving its impact, rather than justifying expenditure. © 2004 Taylor and Francis Ltd.
引用
收藏
页码：631 / 642
页数：11
相关论文
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