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This study aims to develop a synthetic knowledge repository consisted of interrelated Web Ontology Language.

The ontology composes the main framework to categorize data of product life cycle with eco-design mode (PLC-EDM) and automatically infer specialists’ knowledge for data confirmation, eventually assisting the utilizations and generation of strategies toward decision-making

(i) utilization of a novel model with ontology mode for information reuse cross the different eco-design applications; (ii) generation of a sound platform toward life cycle evaluation; and (iii) implementation of the PLC-EDM model along the product generation process.

It cannot substitute an evaluation tool of life cycle. Certainly, this model does not predict the “target and range” and/or the depiction of the “utility module” that are basic activities in life cycle assessments as characterized through the international organization for standardization regulations.

As portion of this framework, a prototype Web application is presented which is applied to produce, reuse and verify knowledge of product life cycle.

By counting upon the ontology, the information conducted by the utilization is certainly semantically represented to promote the data sharing among various participants and tools. Besides, the data can be verified against possible faults by inferring over the ontology. Hence, a feasible way to a popular topic in the domain of eco-design applications extension in the industry.

The goals are: to lean on rigid modeling principles; and to promote the interoperability and diffusion of the ontology toward particular utilization demands.

This paper aims to achieve fully intertwined knowledge and business processing in change processes. It proposes streamlining situated articulation work, value network analyses (VNA) and subject-oriented business process modelling (S-BPM) and execution to provide non-disruptive single and double learning processes driven by concerned stakeholders. When implementing knowledge life cycles, such as Firestone and McElroy’s knowledge life cycle, the agility of organizations is significantly constrained, in particular, when surviving knowledge claims should be implemented in the business processing environment in a seamless way.

The contribution is based on a conceptual analysis of knowledge life cycle implementations, learning loop developments and an exploratory case study in health care to demonstrate the effectiveness of the proposed approach. The solution towards non-disruptive knowledge and business processing allows stakeholders to actively participate in single- and double-loop learning processes.

The introduced approach supports problem and knowledge claim formulation, knowledge claim evaluation and non-disruptive knowledge integration into a business process environment. Based on stakeholder articulation, the steps to follow are: holomapping, exchange analysis, impact analysis, value creation analysis, subject-oriented modelling, business process validation and execution. Seamless support of stakeholders is enabled through the direct mapping of stakeholder and activity descriptions from value network representations to behaviour specifications (process models) on the individual and organizational layer.

Current knowledge life cycle developments and implementations can now be analyzed in a structured way. Elements of the proposed approach could be integrated in disruptive implementations to overcome current limitations of knowledge life cycles. However, further case studies need to be performed to identify hindrances or barriers of combining VNA and S-BPM, both on the technological and methodological layer. What works for expert service industries might need to be adapted for production industries, and tools or tool chains might need to be configured accordingly. Finally, the socio-economic impact of the approach needs to be explored.

The presented case study from health care reveals the potential of such a methodological combination, as cycle times can be reduced, in particular, due to the execution of role-specific process models in the respective business processing environment. It can be considered as a fundamental shift for existing change management procedures, as they require rework of the entire functional process models when addressing business processing. Now, stakeholder- or role-specific behaviour can be handled isolated and in parallel, without affecting the entire organization in case of modifications.

The proposed methodological integration has not been done before. It enables stakeholders to perform single- and double-loop change processes in a seamless way.

For many types of buildings, prefabricated prefinished volumetric construction (PPVC) is increasingly becoming a preferred alternative construction approach. Empirical evidence of project performance has consistently demonstrated that the ultimate success of PPVC projects is directly linked to the key decisions made at the outset of the PPVC project life cycle. However, there is limited knowledge of how to successfully manage these early stages. This research identified and evaluated the critical success factors (CSFs) required for the management of the conception, planning and design stages of the PPVC project life cycle.

A multistage methodological framework was adopted to identify and evaluate the CSFs for management of the early stages of the PPVC project life cycle. Based on a comprehensive literature review and expert review, a list of the 9 CSFs relevant to the early stages of the PPVC project life cycle was established. Drawing on an online-based international questionnaire survey with global PPVC experts, the CSFs were measured. The data set was statistically tested for reliability and analyzed using several techniques such as mean scores, relativity weightings and significance analysis.

The analysis revealed that the top 5 most influential CSFs for management of the early stages of the PPVC project life cycle include robust design specifications, accurate drawings and early design freeze; good working collaboration, effective communication and information sharing among project participants; effective stakeholder management; extensive project planning and scheduling; and early engagement of key players. The research further found correlations among the CSFs and proposed a conceptual framework for the management of the early stages of the PPVC project life cycle.

The research recognizes that data quality and reliability risks are the major drawbacks of online questionnaire surveys but the engagement of experts with substantial theoretical and hands-on experiences in PPVC projects helped to minimize these risks. Although small, the sample size was justified and compared with studies that adopted the same data collection approach but analyzed even smaller samples. However, the results should be interpreted against these limitations.

The findings suggest that effective management of the early stages of the PPVC project lifecycle requires early commitment to the PPVC approach in a project; detailed planning and assessment of the suitability of PPVC for the given project; and collaborative design with manufacturers and suppliers to address module production challenges at the detailed design stage. These findings practically instructive and may serve as management support during PPVC implementation.

This research constitutes the first exclusive attempt at identifying the CSFs for successful management of the early stages of the PPVC project life cycle. It provides a fresh and more in-depth understanding of how best to manage the early stages of the PPVC project life cycle. Thus, it contributes to the practice and praxis of the PPVC project implementation discourse.

This chapter explores the traditional and evolving practice of preservation. Traditional preservation practices are traced throughout history. Current practice is described as a foundation from which to understand evolving practices. Traditional preservation has historically focused on tangible assets that take a tangible form we can all see and touch. The traditional practices are compared to the evolving practices of knowledge and intangible resources. The chapter examines why, what, how, when, where we preserve, and who preserves to understand the transition in progress today. The authors make the case that shifting the traditional focus from preserving for the past and evidentiary reasons to preserving for the future to support business challenges is crucial. The authors also tie the need to refocus on historical impediments and challenges to knowledge use and reuse in practical business environments.

This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.

As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.

A new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.

The advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.

The purpose of this paper is to demonstrate the application of some guidelines to evaluate new knowledge management (KM) models and frameworks, by means of the presentation and analysis of The New Knowledge Management, a model developed by the North‐American consultants Joseph M. Firestone and Mark W. McElroy, and the associated knowledge life cycle.

This is an analysis that encompasses epistemological issues and KM theory, intending to review some fundamental concepts and make comparisons to preeminent works. The KM framework examined is grounded on the philosopher Popper's ideas and has in its core the process of knowledge claim validation, which distinguishes it from other information‐oriented approaches. Based on the guidelines pointed, some of the aspects of the KM model exposed are outlined and criticized, among them the difficulty of establishing a meta‐theory that could support the judgment of diverse knowledge claims.

The guidelines found useful to analyze KM models are: the observance of the adopted scope, the concern over the fundamental concepts, the extension of the employed interdisciplinary procedures, the authors' intentions and background, and the possible comparisons and analogies to concepts and theories of related fields.

Many KM solutions and practices are implemented in the organizations without a solid theoretic background. The guidelines can help to choose from the myriad KM models and frameworks that show up uninterruptedly.

The paper focuses on providing methodological means to analyze and evaluate new KM models, not on merely discussing one of them.

The purpose of this paper is to introduce a new qualitative method that is theoretically underpinned by cognitive anthropology. This research strategy is introduced to further advance the understanding of complex green consumer behavior – in this case life‐cycle analysis.

This paper examines the contextual aspects of problem‐solving behavior of green, environmentally concerned consumers. Cognitive anthropology develops a different, yet complementary, understanding of consumer cognition to a psychological approach. Through the concepts of practical thinking and bricolage, cognition and behavior are conceptualized on a contextual basis. Such an approach encourages a reassessment of how consumer research has traditionally conceptualized problem framing, information search, information processing and related concepts. The paper draws upon in‐depth, qualitative interviews with a wide range of green consumers from both the UK and Germany.

The findings provide some interesting clues regarding the nature of information search and information processing. In the sample, the green consumers of the top clusters were able to see and retrieve life‐cycle information as it was offered by a shopping context and it was this context, as it is perceived by the bricoleur that ultimately limits information search and processing. Within the “objective” bounds of a choice context, skilful practical thinking and bricolage was shown in different degrees amongst the clusters, with considerable creativity shown in “seeing” life‐cycle information.

Given that the research outlined in this paper is mono‐paradigmatic, it is suggested that a future avenue for research in green consumer behavior would be the use of a multiple paradigm approach.

The paper outlines a stepping approach to marketing communications directed towards the green, or potentially green consumer, suggesting that some form of community based social marketing program might be a useful educational tool given the findings presented.

The introduction of a new research strategy – cognitive anthropology to the study of green consumer behavior.

Suggests that businesses need a method specifically designed to assess the value of knowledge‐based system (KBS) investments. Explains the inadequacies of current valuation methods when they are applied to KBS investment decisions. Proposes a graphical valuation method which adapts the Theory of Reasoned Action (TRA) to overcome these inadequacies and help business executives make informed KBS investment decisions. Presents an example of the method’s application to a KBS at a large multinational sales and manufacturing company.