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Informationen zum Autor Sepani Senaratne , Senior Lecturer, Department of Building Economics, University of Moratuwa, Sri Lanka Research Director of the department research unit - Building Economics and Management Research Unit (BEMRU) and the leader of BEMRU research group on 'Knowledge management and Organisational Learning.' Main contact from University of Moratuwa for the institutional membership of CIB - (International Council for Research and Innovation in Building and Construction). Professor Martin Sexton , Director of Research, School of Construction Management and Engineering, University of Reading, UK Director of Research for the School of Construction Management and Engineering. Leads the 'green innovation and transition management' research theme across the School. Joint Coordinator of the International Council for Research and Innovation in Building and Construction (CIB) Working Commission 65 (Organisation and Management of Construction). The CIB is the leading world wide network of approximately 7000 researchers in the built environment discipline with over forty working commissions. WC 65 is one of the CIB's largest groupings with around 150 members from 45 countries. Klappentext This research-based book presents new theoretical models and offers practical guidelines that will help construction managers respond more effectively to unanticipated changes in their projects and, in doing so, build learning and capability to better manage future project change situations. Unexpected change - which occurs throughout the design and construction phase - hinders project success and leads to disruptive effects such as time overruns, cost overruns and quality deviations. The appropriate management of change is essential to the minimisation of these damaging effects of inevitable change during construction projects. Managing Change in Construction Projects: A Knowledge-Based Approach offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation and share, create and capture this collective knowledge for future, enhanced re-use in similar situations. By moving from the information-driven, process-integrated approach to a knowledge-based view, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry. The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within collaborative construction project team settings. Zusammenfassung This book offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation; share, create and capture this collective knowledge for future re-use in similar situations. Inhaltsverzeichnis About the Authors. Chapter 1 Introduction. 1.1 Background. 1.2 Need for the Investigation. 1.3 Questions to Research. 1.4 Summary and Link. Chapter 2 Key Issues from the Literature. 2.1 Introduction. 2.2 Construction Project Environment. 2.3 Construction Project Change Management. 2.4 Knowledge Management Perspective. 2.5 Role of Knowledge During Reactive Change Process. 2.6 Towards a Knowledge-Based Reactive Change Process. 2.7 Summary and Link. Chapter 3 Research Methodology. 3.1 Introduction. 3.2 Case Study Research Design. 3.3 Data Collection Process. 3.4 Data Analysis Process. 3.5 Summary and Link. Chapter 4 Case Study Results. ...
