Carrillo, P., H. Robinson, A. Al-Ghassani, and C. Anumba. (2004). Knowledge management in UK construction: strategies, resources, and barriers. Project Management Journal (April): 46–56.
Knowledge management (KM) has received considerable attention in recent years. Some consider knowledge the most strategically important resource, and learning the most strategically important capability for business organizations. Major UK construction organizations have recognized the benefits that KM can offer and have thus invested in KM. This paper reports on a survey of these companies. The purpose of the survey was: 1) to examine the importance of KM to UK construction organizations, 2) to investigate the resources used to implement KM strategies, and 3) to identify the main barriers to implementing KM strategies. The survey found that the main reasons for implementing a KM strategy was the need to share the tacit knowledge of key employees and to disseminate best practices. Also, significant resources in terms of staff time and money were being invested in KM, but the main barrier to implementing a KM strategy was the lack of standard work processes.
Carstensen, Peter H., and Ulrika Snis. (1999). Here is the knowledge— where should I put it? WET ICE 1999 Proceedings.
Findings from a study of how knowledge spaces are used within a support group. Enabling Technologies: Infrastructure for Collaborative Enterprises.
Chew, S.C. (2006). “I-solation” study on verbal uncertainty expressions. Proceedings of the 2nd IMT-GT Regional Conference on Mathematics, Statistics and Applications Universiti Sains Malaysia, Penang, June 13–15, 2006.
Davenport, T.H., and L. Prusak. (1998). Working knowledge: how organizations manage what they know. Boston, Harvard Business School Press.
This article outlines one model for understanding knowledge management within organizations.
De Geus, A. (1997). The living company. Boston, Harvard Business School Press.
The author who worked for Royal Dutch/Shell for thirty-eight years advocates a theory that those firms that last for a long time (even hundreds of years) do so because they see their “mission” or purpose as survival rather than profitability.
Goddard Space Flight Center. (2003). EOS pilot for lessons learned. http://eos.gsfc.nasa.gov/eos%2Dll/ retrieved May 13, 2007.
This article, much like the DOE article referenced above, captures the NASA experience with Archive deployments.
Halpern, D. (1996). Thought and knowledge: an introduction to critical thinking. Mahwah, NJ, Lawrence Erlbaum Associates.
This is an instruction book written to be a college level text. Its premise is that one can learn to think, argue, and solve problems better. The first three chapters set the stage by offering current views about thinking, memory, and language as it relates to our decision making. Chapters four to ten address a specific topic such as reasoning, analyzing arguments, decision making, and creativity.
Nonaka, I. (1998). A dynamic theory of organizational knowledge creation. Organization Science 5(1): 23.
Nonaka advocates a complex and interactive model of organizational knowledge management not unlike the one advocated here.
Vick, Stephen, K. (2002). Degrees of belief: subjective probability and engineering judgment. American Society of Civil Engineers.
Vick cites a 1989 study by Reagan et al. that reviewed several previous studies of numerical responses and ranges for probability expressions. The first sigma valuations were relatively narrow although the ranges were quite wide.
Watzlawick, P., J.B. Bavelas, and D.D. Jackson. (1967). Pragmatics of human communication. New York, W.W. Norton.
This book provides interesting and enlightening approaches and models of human communication.