Despite the envisaged benefits of BIM adoption for SMEs, BIM in SMEs has remained an underrepresented area within the available academic literature. This study proposes and draws upon a framework grounded on innovation diffusion theory (IDT) to provide an illuminating insight into the current state of BIM and the main barriers to BIM adoption within Australian SMEs. Based on analyses of 135 questionnaires completed by SMEs through partial least squares structural equation modelling (PLS-SEM) and grounded on the proposed framework, the current state of BIM adoption and barriers to BIM adoption for SMEs are discussed. The findings show that currently around 42% of Australian SMEs use BIM in Level 1 and Level 2 with only around 5% have tried Level 3. It comes to light that lack of knowledge within SMEs and across the construction supply chain is not a major barrier for Australian SMEs. In essence, the main barriers stem from the risks associated with an uncertain return on investment (ROI) for BIM as perceived by key players in SMEs. The findings also show the validity of the framework proposed for explaining BIM adoption in Australian SMEs.
Purpose-Extant literature extensively articulates the advantages of using remotely piloted aircrafts (RPAs) in a myriad of construction activities. Yet, the barriers that hinder their wider adoption on construction projects have received scant academic attention. This study aims at addressing this gap in the literature. Design/methodology/approach-This study reviews 59 papers published on the use of RPAs for construction activities and offers an evaluation of barriers to widespread adoption throughout the sector. Findings-Barriers are identified, collated and categorized into five thematic groups, namely, technical difficulties, restrictive regulatory environment, site-related problems, weather and organizational barriers. Practical implications-The paper contributes to knowledge by: signposting a need for reordering priorities when defining future research on RPAs, suggesting measures to address the barriers identified and providing pragmatic guidance for construction companies intending to use RPAs on their projects. Originality/value-Using the task-technology fit theory, the study uncovers that current RPA technology is an under-fit match for construction activities and represents a prominent barrier to adoption. This is a dissenting finding, given that past studies on RPAs have primarily focused upon addressing public acceptance, concerns and societal consequences. Enablers of the identified barriers are also collated from extant literature and contemporary practice and encapsulated in a conceptual model.
Abstract:Building Information Modeling (BIM) has developed as the definitive technology for managing construction projects. With its rise, the corresponding role of BIM manager has emerged as a necessary adjunct role in coordinating BIM enabled projects. The ascent of the BIM manager has attracted a significant body of research investigating the various competencies and responsibilities required of the role. While BIM is here to stay, the work of Akintola et al. (2017), however, asserts that a distinct role oriented around BIM, is itself transitory. The conclusion in Akintola's work represents a significant departure from accepted assumptions on the viability of the BIM manager role. This research sets out to test the likelihood of a long-term market demand for the BIM manager, as a distinct role, based on a robust quantitative analysis of open-source data from a rich representing the global English speaking jobs markets. Key knowledge, skills and abilities attributes of the BIM jobs were extracted and analyzed. Analysis reveals there is no significant difference between the roles of 'BIM manager' and 'BIM coordinator.' Moreover, the findings highlight that these two BIM roles align with that of 'project manager.' Most importantly, BIM roles are shown to supplement the lack of BIM expertise within the role of 'project manager,' and that as BIM capabilities are increasingly absorbed by project managers, the rationale for an independent BIM expert will fade. The corollary is that BIM roles are a stopgap measure that can be expected to disappear as project managers absorb requisite BIM skills. The practical implication for the construction engineering HR departments is that the prevailing policy of retaining dedicated BIM managers into the longer term should shift rather to one where project managers are re-trained to a level where they possess a comprehensive, independent BIM expertise.
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