Building on Knowledge: Developing Expertise, Creativity and Intellectual Capital in the Construction Professions

Citation

Waheed, Z. (2010), "Building on Knowledge: Developing Expertise, Creativity and Intellectual Capital in the Construction Professions", Facilities, Vol. 28 No. 9/10, pp. 495-496. https://doi.org/10.1108/02632771011057224

The treatment of organisational knowledge as a valuable strategic asset has gained momentum since the last decade of the twentieth century. The work of Professor Ikujiro Nonaka was probably the first to propose the integration of the theories of the firm with the theories of knowledge. Knowledge Management may be a young concept with less than two decades since its inception, but the theory behind it is being strengthened continually. A host of texts are now emerging: some tackling the theoretical foundations and the academic debate, while others fulfilling the needs of the practitioners. This book falls into the second category.

Based on the concept that firms' competitiveness relies on the most efficient use of its knowledge resources and not only its physical or capital resources, knowledge management's relevance to various industries is being established. This book tackles the implementation of knowledge management practices in the construction professions i.e. architectural, engineering and property management firms. The author is a business manager and senior consultant in the field of knowledge management and demonstrates a clear understanding of the needs of the practitioner throughout the various sections.

The book is composed of three parts. The first section “Foundations” is used to explain knowledge‐related ideas in the context of the service professions. It gives reasons for its failure and addresses the need for leadership and successful KM audits. The second section “Tools and techniques” discusses the use of IT, the costs and benefits of KM implementation, the processes involved and the need for planning and preparation before implementation of these KM practices. The final section “Knowledge management in practice” presents nine case studies from the construction sector to explain the choices made by each of these firms, and the outcomes of these choices made.

The author recognises that KM is a non‐income generating activity, and probably poses even more implementation problems in the service professions. This may especially be the case in the construction sector professional organisations as firms are usually medium‐sized with structures and ownership that promote short‐term revenues as opposed to long‐term gains from knowledge management.

Although the text explains well‐established knowledge management ideas, like most management quick‐fix books aimed at the business manager, this book also tends to make extravagant promises and vague statements about the processes involved. While this is not an academic text (the author deliberately does not delve into the academic debate accepting that “existing literature is […] too specialised, too abstract … and simply too extensive” for coverage in a book of such a scope), the concepts and application of knowledge management are presented to the practitioner audience in a clear uncomplicated narrative, in an easy‐to‐comprehend style that may make this an extremely handy practitioner's reference book.