This book investigates how knowledge is created, shared, and utilized within the complex, project-based environment of the construction industry. Alexander Styhre, a professor specializing in organization and management, draws upon organizational theory and empirical studies to argue that knowledge management in construction requires a shift from static databases to dynamic, social processes that account for the industry's unique fragmented structure. The text provides a framework for understanding how tacit knowledge is transferred between professionals and how organizational learning can be fostered despite the temporary nature of construction projects.

Experts in construction management and organizational studies view this work as a significant contribution to the literature on project-based knowledge management. Readers frequently note the academic density of the prose, which makes it a valuable resource for researchers and advanced practitioners seeking a deeper understanding of organizational dynamics in the building sector.