No abstract

No abstract

Purpose-The radical innovation process behind the adoption and implementation of building information modeling (BIM) for a specialty contracting small or medium enterprise (SME) was studied. This article offers two distinct perspectives on BIM adoption and implementation, which are underrepresented in the current literature: the SME perspective and the specialty contractor perspective. It also attempts to bridge the gap between the growing literature on BIM adoption and implementation and the established literature on innovation by developing the notion of embedded contexts in the innovation process. Design/methodology/approach-A mixed-method, longitudinal case study approach was employed in this research project to study the evolution of the innovation process and its impact on the Organisation over time. The objectives of this research were to investigate and document the different factors mediating the BIM adoption and implementation process for the Organisation across various contexts, the mechanisms put in place to facilitate this process, and the perceived impact within the Organisation. Findings-The initial transition to BIM represented a radical innovation for the Organisation. Subsequently, a series of incremental innovations took place to further advance the Organisation's BIM capabilities. This innovation process is influenced by different layers of embedded contextual factors, which can be mitigated by, among others, a clear strategic approach towards the innovation process approach. Specialty contractors can leverage BIM within their own supply chain and reap significant benefits. Originality/value-This article offers an in-depth study of radical innovation within a specialty contracting SME. This study discusses the influence of four embedded contexts on innovation for a specialty contracting SME: (a) the industry context; (b) the institutional context; (c) the organisational context; and (d) the project context. It also offers insight into the factors, mechanisms and their impact on the innovation process.

No abstract

No abstract

Building information modeling (BIM) has been presented as a potential solution to current facilities management problems related to information exchange during handover, and facilities information management during operations. However, implementing BIM in an owner organization is a complex challenge that necessitates reconfiguration of work practices and internal structures to fully realize the benefits. Owners are often unsure about how or whether they should go through the challenges related to implementation. Although previous studies have documented the potential benefits of BIM adoption for owners, such as improvements in work order processing, very little research has specifically looked at the transition to BIM and the scale of the effort required for large and diverse owner organizations. This paper presents the results of a long-term embedded case study analysis of a large owner-operator institutional organization that investigated the alignment of facility management (FM) practices across organizational and project contexts. The research objective was to examine current organizational practices in order to understand the potential, as well as the challenges, of transitioning from a paper-based to a model-based approach in handover and operations. We describe the current state of handover, information management and facility management practices and developed a framework to characterize the alignment between organizational constructs, available technology, project artifacts and owner requirements. This investigation of the current state of practice enables us to

No abstract

No abstract