A Pacific Island Experience of Knowledge Transfer to Build Human Capital Potential: In Construction Management Expertise
This paper describes a case study of knowledge transfer between an Australian contractor and local builders where there was a focus on developing expertise
||Knowledge Transfer, Culture, Business sustainability
International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 6, pp.37-46.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.958MB).
Program Leader for the Doctor of Project Management and Professor of Project Management. Some 120+ refereed publications in the area 66 conference papers, many on Knowledge Management, Relationship-based procurement Systems, Organisational Learning and Human Capital Issues associated with Project Management. On the editorial board of 4 journals including Emerald's The Learning Organization. Completed a CRC research study on KM in the Construction Industry 2001-2004 and supervised 2 PhDs on this area. Also supervising 10 professional doctorate candidates spread out around the globe on KM issues in Project Management. Background industry practice was in Construction in Canada, UK and Australia.
A highly experienced project management consultant and construction manager, Chris has been involved in the planning, design, and management of urban and rural infrastructure projects for both Government and the private sector organizations in Australia, New Zealand, and remote overseas countries in the central Pacific and South East Asia.
Chris is originally from the central Pacific and has experience in cross-cultural and indigenous development knowledge. He is a Doctorate Candidate of Project Management at RMIT University, Australia. His main area of research is in OPTIMIZING STAKEHOLDER OUTCOMES FOR AID-FACILITATED BUILT INFRASTRUCTURE DEVELOPMENT PROJECTS IN REMOTE OR DISADVANTAGED COMMUNITIES: CAPACITY BUILDING AND PROJECT SUSTAINABILITY THROUGH EFFECTIVE AND EFFICIENT KNOWLEDGE MANAGEMENT.
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