Knowledge about Sustainability: SSM as a Method for Conceptualising the UK Construction Industry's Knowledge Environment

This paper proposes a sociology of knowledge approach as a basis for understanding the potential of knowledge management for the work of a complex interorganisational domain – the UK construction industry and has the specific aim of increasing the sustainability of the processes and products of this industry. To this end, soft systems methodology is introduced as a method of conceptualising the industry’s knowledge environment and thus moving towards technological interventions which aim to increase sustainability in construction industry practice.

[1]  Thomas H. Davenport,et al.  Book review:Working knowledge: How organizations manage what they know. Thomas H. Davenport and Laurence Prusak. Harvard Business School Press, 1998. $29.95US. ISBN 0‐87584‐655‐6 , 1998 .

[2]  Dorothy E. Leidner,et al.  Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues , 2001, MIS Q..

[3]  Edmond F. Vail.  Knowledge Mapping: Getting Started with Knowledge Management , 1999, Inf. Syst. Manag..

[4]  Yulong Gu,et al.  Knowledge Management Literature Review , 2007 .

[5]  Sue Newell,et al.  Back to the Future: From Knowledge Management to Data Management , 2001, ECIS.

[6]  D. Morgan.  Sociological Paradigms and Organisational Analysis , 1980 .

[7]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[8]  F. Blackler.  Knowledge, Knowledge Work and Organizations: An Overview and Interpretation , 1995 .

[9]  Peter Checkland,et al.  Soft Systems Methodology: a 30-year retrospective , 1999 .

[10]  C. Eden,et al.  Making Strategy: The Journey of Strategic Management , 1998 .

[11]  L. Prusak,et al.  How to invest in social capital. , 2001, Harvard business review.

[12]  Raman Ragumaran,et al.  A Critical Review Of Knowledge Management Models , 2001 .

[13]  Charles J. Kibert.  Reshaping the built environment : ecology, ethics, and economics , 1999 .

[14]  J. Mingers,et al.  Organization Theory and Systems Thinking: The Benefits of Partnership , 1997 .

[15]  R. J. Bogumil,et al.  The reflective practitioner: How professionals think in action , 1985, Proceedings of the IEEE.

[16]  Morten T. Hansen,et al.  What's your strategy for managing knowledge? , 1999, Harvard business review.

[17]  Pierre Bourdieu,et al.  Outline of a Theory of Practice , 2020, On Violence.

[18]  Etienne Wenger,et al.  Communities of Practice: Learning, Meaning, and Identity , 1998 .

[19]  Robert D. Galliers,et al.  Towards the integration of e-business, knowledge management and policy considerations within an information systems strategy framework , 1999, J. Strateg. Inf. Syst..

[20]  K. Weick.  FROM SENSEMAKING IN ORGANIZATIONS , 2021, The New Economic Sociology.

[21]  D. Schoen,et al.  The Reflective Practitioner: How Professionals Think in Action , 1985 .

[22]  R. McDermott.  Why Information Technology Inspired but Cannot Deliver Knowledge Management , 1999 .

[23]  D. Morgan,et al.  Sociological Paradigms and Organizational Analysis. , 1983 .

[24]  B. Latour.  Science in Action , 1987 .

[25]  T. Kuhn,et al.  The Structure of Scientific Revolutions. , 1964 .

[26]  Donald A. Sch.  The reflective practitioner: how professionals think in action , 1983 .

[27]  Kendall Scott,et al.  UML Explained , 2001 .

[28]  Peter Checkland,et al.  Systems Thinking, Systems Practice , 1981 .

[29]  Varun Grover,et al.  Special Issue: Knowledge Management , 2001, J. Manag. Inf. Syst..

[30]  Richard J. Boland,et al.  Exploring knowledge diversity in knowledge intensive firms: a new role for information systems , 1996 .

[31]  J. Brown,et al.  Organizing Knowledge , 1998 .

[32]  Chris Argyris,et al.  Action science and organizational learning , 1995 .

[33]  Ganesh D. Bhatt,et al.  Knowledge management in organizations: examining the interaction between technologies, techniques, and people , 2001, J. Knowl. Manag..

[34]  Michael J. Earl,et al.  Knowledge Management Strategies: Toward a Taxonomy , 2001, J. Manag. Inf. Syst..

[35]  S. Parkin.  Contexts and drivers for operationalizing sustainable development , 2000 .

[36]  E. L. Cox,et al.  Investigating The Contradictions In Knowledge Management , 1998 .

[37]  G. Hedlund.  A model of knowledge management and the N‐form corporation , 2007 .

[38]  Barry W. Boehm,et al.  A spiral model of software development and enhancement , 1986, Computer.

[39]  P. Berger,et al.  Social Construction of Reality , 1991, The SAGE International Encyclopedia of Mass Media and Society.

[40]  Nigel Shadbolt,et al.  Towards a knowledge technology for knowledge management , 1999, Int. J. Hum. Comput. Stud..

[41]  J. Brown,et al.  Knowledge and Organization: A Social-Practice Perspective , 2001 .

[42]  Peter Checkland,et al.  Varieties of systems thinking: The case of soft systems methodology , 1994 .

[43]  H. Tsoukas.  The firm as a distributed knowledge system : A constructionist approach , 1996 .

[44]  Ulrike Schultze,et al.  A Confessional Account of an Ethnography About Knowledge Work , 2000, MIS Q..

[45]  Paul H. J. Hendriks,et al.  Many rivers to cross: from ICT to knowledge management systems , 2001, J. Inf. Technol..

[46]  Lucas D. Introna.  Management, Information and Power , 1997 .

[47]  O. Dreĭer,et al.  Learning in Doing: Social, Cognitive, and Computational Perspectives , 2007 .

[48]  Peter Checkland,et al.  Soft Systems Methodology in Action , 1990 .