It is concluded that three main components of KM block diagrams consist of knowledge identification, acquisition, and prevention are appropriately covered in basic tier. The other three components of inner cycle of KM basic diagram consist of using, development, and distribution are also covered in an interface between operators and basic tiers, which together with make lower frame of new presented model. The model is in a continuous improving stage considering self-monitoring processes in an individual tier with the same name, which is located in the upper frame. An upper layer named as goal tier is also located in top frame in which, the main quantitative goals of KM implementation in the project organization are considered. The conceptual diagrams as well as internal processes of each main tier are also presented and discussed. Based on the overall explanations, some main benefits and risks are highlighted for new presented model and outlooks are debated. The model is applied in a real case study and the results are compared with the previous knowledge management implementation model. The results show that the model works efficiently in projects organization related to the historic building restoration.
How to cite this paper
Taghizadeh, K., Mokhtari, E & Sari, M. (2014). Practical approach to knowledge management implementation in historic buildings restoration.Management Science Letters , 4(12), 2555-2570.
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Bhatt, A., & Ganesh C. (2000). A resource-based perspective of developing organizational capabilities for business transformation. Knowledge and Process Management, 9(3), 150-161.
Barley, S. R. (1986). Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments. Administrative Science Quarterly, 31(1), 78-108.
Bowers, J. (1970). Managing the Resource Allocation Process. Englewood Cliffs, NJ: Irwin.
Chesbrough, H. W. (1999). The organizational impact of technological change: a comparative theory of national institutional factors. Industrial and Corporate Change, 8(3), 447-485.
Chutinan S. (2008). Cultural heritage interpretation, management, and promotion: Phimai historical park. PhD Thesis, 205 p.
Ferraro, F., Pfeffer, J., & Sutton, R. I. (2005). Economics language and assumptions: How theories can become self-fulfilling. Academy of Management Review, 30(1), 8-24.
Hambrick, D. C. (1994). What if the Academy actually mattered?. Academy of Management Review, 19(1), 11-16.
Hoffman, J. J., Hoelscher, M. L., & Sherif, K. (2005). Social capital, knowledge management, and sustained superior performance. Journal of Knowledge Management, 9(3), 93-100.
Lustri, D., Miura, I., & Takahashi, S. (2007). Knowledge management model: practical application for competency development. Learning Organization, The,14(2), 186-202.
Nonaka I. (2001). The knowledge creating company. Harvard Business Review, 96-104.
Tarhuni, S. (2012). Knowledge management in historic buildings conservations: a case study of responsible institution in Tripoli, Libya. Research Seminar Report, School of Architecture, Planning, and Landscape, Newcastle University, 1-11.