The integration of building information modelling (BIM) and geographic information system (GIS) in construction management is a new and fast developing trend in recent years, from research to industrial practice. BIM has advantages on rich geometric and semantic information through the building life cycle, while GIS is a broad field covering geovisualization-based decision making and geospatial modelling. However, most current studies of BIM-GIS integration focus on the integration techniques but lack theories and methods for further data analysis and mathematic modelling. This paper reviews the applications and discusses future trends of BIM-GIS integration in the architecture, engineering and construction (AEC) industry based on the studies of 96 high-quality research articles from a spatio-temporal statistical perspective. The analysis of these applications helps reveal the evolution progress of BIM-GIS integration. Results show that the utilization of BIM-GIS integration in the AEC industry requires systematic theories beyond integration technologies and deep applications of mathematical modeling methods, including spatio-temporal statistical modeling in GIS and 4D/nD BIM simulation and management. Opportunities of BIM-GIS integration are outlined as three hypotheses in the AEC industry for future research on the in-depth integration of BIM and GIS. BIM-GIS integration hypotheses enable more comprehensive applications through the life cycle of AEC projects.

Significant differences between project partnering and project alliancing occur in the selection process, management structure of the organisations undertaking the project and nature of risk and reward incentives. This paper helps clarify the nature of project alliancing and how alliance member organisations were selected for this case study. A core issue that differentiates between the two approaches is that in partnering, partners may reap rewards at the expense of other partners. In alliancing each alliance member places their profit margin and reward structure “at risk”. Thus in alliancing, the entire alliance entity either benefits together or not all. This fundamentally changes the motivation and dynamics of the relationship between alliance members.

Project alliancing is a new alternative to traditional project delivery systems, especially in the commercial building sector. The Collaborative Process is a theoretical model of people and systems characteristics that are required to reduce the adversarial nature of most construction projects. Although developed separately, both are responses to the

The building and construction sector is one of the five largest contributors to the Australian economy and is a key performance component in the economy of many other jurisdictions. However, the ongoing viability of this sector is increasingly reliant on its ability to foster and transfer innovated products and practices. Interorganizational networks, which bring together key industry stakeholders and facilitate the flows of information, resources and trust necessary to secure and diffuse innovation, have emerged as a key growth strategy within this and other arenas. The blending of organizations, resources and purposes creates new, hybrid institutional forms that can draw on a mix of contract, structure and interpersonal relationship as integration processes. This paper argues that such hybrid arrangements, because they incorporate relational elements, require management strategies and techniques that are not always synonymous with conventional management approaches, including those used within the building and construction sector. It traces the emergence of the Construction Innovation Project in Australia as a hybrid institutional arrangement molding public, private and academic stakeholders of the building and construction industry into a coherent collective force aimed at fostering innovation and its application within all levels of the industry. Specifically, the paper examines the Construction Innovation Project to ascertain the impact of relational governance and its management to harness and leverage the skills, resources and capacities of members to secure innovative outcomes. Finally, the paper offers a preliminary framework for relationship management to guide the ongoing work of this body and any other charged with a similar integrative responsibility.