Abstract

Abstract
Knowledge management intrinsically involves communication and information sharing, which can be strongly affected by the context in which it is viewed and interpreted. This situation gets worst when complex domains. are considered, as it is the case of the Construction Industry domains. The development of ontologies to unify and to put into context the different concepts and terms of the sometimes rather traditional and locally coloured construction industry domains is a necessary step to avoid misinterpretations and inefficient communication. The KNOW-CONSTRUCT project decided, as an approach to this task, to re-use, as far as possible, existing ontologies, classification systems and other semantic resources in order to develop a system that may come to contribute to standards and to the integration, management and reuse of the area specific knowledge via a common knowledge base in order to consolidate and provide access to integrated knowledge, making community emergent knowledge a significant added value. It aims at developing a methodology of common Construction Industry Knowledge (CIK) representation applicable to large sets of SMEs in the construction industry as a basis for the establishment of a knowledge community.

Abstract
This paper presents the socio-technical design of a knowledge community which is part of a system to support an industrial association based collaborative network in the sector of construction industry. There are many explanations around the virtual community concept. Here is presented a fundamental phase of the Know-Construct project which involved the design of the Construction Industry Knowledge (CIK) Community using three analytical approaches. The generic architecture of the supporting system (Knowledge Community Support - KCS) is described, highlighting information and knowledge management, community building facilities and semantic resources management.

Abstract

Abstract
The ability to describe business processes as executable models has always been one of the fundamental premises of workflow management. Yet, the tacit nature of human knowledge is often an obstacle to eliciting accurate process models. On the other hand, the result of process modeling is a static plan of action, which is difficult to adapt to changing procedures or to different business goals. In this article, we attempt to address these problems by approaching workflow management with a combination of learning and planning techniques. Assuming that processes cannot be fully described at buildtime, we make use of learning techniques, namely Inductive Logic Programming (ILP), in order to discover workflow activities and to describe them as planning operators. These operators will be subsequently fed to a partial-order planner in order to find the process model as a planning solution. The continuous interplay between learning, planning and execution aims at arriving at a feasible plan by successive refinement of the operators. The approach is illustrated in two simple scenarios. Following a discussion of related work, the paper concludes by presenting the main challenges that remain to be solved.

Abstract
The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model, requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model. © 2007, Idea Group Inc.