Other affiliations: University of Cambridge
Bio: Erika Parn is an academic researcher from Birmingham City University. The author has contributed to research in topics: Building information modeling & Construction management. The author has an hindex of 16, co-authored 54 publications receiving 1029 citations. Previous affiliations of Erika Parn include University of Cambridge.
TL;DR: There is a paucity of literature that examines building information modelling (BIM) for asset management within the architecture, engineering, construction and owner-operated (AECO) sector.
TL;DR: It was revealed that risk management and sustainable construction were the most popular AHP application areas in CM and that AHP is flexible and can be used as a stand-alone tool or in conjunction with other tools to resolve construction decision-making problems.
Abstract: The analytic hierarchy process (AHP) has gained increasing attention in construction management (CM) domain as a technique to analyse complex situations and make sound decisions. However, AHP per s...
TL;DR: A checklist of CSFs for BIM implementation could render new insight for researchers and practitioners to conduct further empirical studies and serve to identify areas for further improvement.
TL;DR: The findings suggest that risk factors such as lifting weights, repetitions and lifting postures may alleviate the risk of developing WMSDs, however, future research is required to investigate the effectiveness of using ergonomic interventions in reducing W MSDs risks in construction workers.
TL;DR: In this paper, the authors present a comprehensive review of cyber-threats confronting critical infrastructure asset management in the context of building information modelling (BIM) implementation, and a recommendation to utilize innovative block chain technology as a potential risk mitigation measure for digital built environment vulnerabilities.
Abstract: Smart cities provide fully integrated and networked connectivity between virtual/digital assets and physical building/infrastructure assets to form digital economies. However, industrial espionage, cyber-crime and deplorable politically driven cyber-interventions threaten to disrupt and/or physically damage the critical infrastructure that supports national wealth generation and preserves the health, safety and welfare of the populous. The purpose of this paper is to present a comprehensive review of cyber-threats confronting critical infrastructure asset management reliant upon a common data environment to augment building information modelling (BIM) implementation.,An interpretivist, methodological approach to reviewing pertinent literature (that contained elements of positivism) was adopted. The ensuing mixed methods analysis: reports upon case studies of cyber-physical attacks; reveals distinct categories of hackers; identifies and reports upon the various motivations for the perpetrators/actors; and explains the varied reconnaissance techniques adopted.,The paper concludes with direction for future research work and a recommendation to utilize innovative block chain technology as a potential risk mitigation measure for digital built environment vulnerabilities.,While cyber security and digitization of the built environment have been widely covered within the extant literature in isolation, scant research has hitherto conducted an holistic review of the perceived threats, deterrence applications and future developments in a digitized Architecture, Engineering, Construction and Operations (AECO) sector. This review presents concise and lucid reference guidance that will intellectually challenge, and better inform, both practitioners and researchers in the AECO field of enquiry.
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
03 May 2018
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
01 Jan 2016
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