Investigating the Role of BIM in Stakeholder Management: Evidence from a Metro-Rail Project

Gaur, Sulakshya; Tawalare, Abhay

doi:10.1061/(asce)me.1943-5479.0000979

Cited by 35 publications

(25 citation statements)

References 50 publications

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“…They investigated BIM's technical applications in construction activities such as scaffolding planning (Kim et al, 2018) and quantity take-off (Kim et al, 2019), BIM's impact on organizational coordination (Jang et al, 2019) and collaboration , project management (Ma et al, 2018), stakeholder management (Gaur and Tawalare, 2022), and project performance (Tang et al, 2019), as well as broad factors influencing BIM implementation (e.g., Liao et al, 2021). The HOT fit model is the first to attach equal significance to human factors, organizational factors, technological factors, and their interrelationships to tackle BIM adoption issues.…”

Section: Discussionmentioning

confidence: 99%

Human-Organization-Technology Fit Model for BIM Adoption in Construction Project Organizations: Impact Factor Analysis Using SNA and Comparative Case Study

Xu¹,

Lu²,

Papadonikolaki

2022

J. Manage. Eng.

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The sluggish adoption of Building Information Modeling (BIM) is attributable to various technical, managerial, personnel, procedural, and institutional issues encountered by an organization within which such adoption takes place. However, these issues are under researched from a holistic perspective. Based on a proposed human-organization-technology fit (HOT fit) model, this paper aims to study the impacting factors of HOT fit in BIM adoption within construction project organizations (CPOs). It operationalized the HOT fit of 14 BIM case projects using social network analysis (SNA) methods and investigated how the different factors impact the HOT fit and its three sub-dimensions, i.e., Human-Technology (HT) fit, Organization-Technology (OT) fit, and Human-Organization (HO) fit using comparative case study. It is found that the project size has significantly negative relations with HOT fit, HT fit, and OT fit; while hierarchy steepness has positive correlations with HT fit, OT fit, and HO fit. OT fit is also found to have a weakly negative relationship with BIM level of details (LODs). A joint factor analysis further discloses that flatter the hierarchy, the larger the project size, and the higher the BIM LOD, the more difficult to achieve a high HOT fit, HT fit, or OT fit. Thus, CPOs should use steeper hierarchical structure and take a progressive BIM adoption strategy by adopting from smaller projects and/or lower LODs. This research empirically examined how project organizational and technological factors can impact BIM adoption. The HOT fit model can help CPOs evaluate their general HOT fit status, redesign optimal HOT configuration, diagnose the problems when the HOT fit is not ideal, and make strategic directions to better harvest the benefits of BIM. Limitations and future research directions are also identified.

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Section: Discussionmentioning

confidence: 99%

Human-Organization-Technology Fit Model for BIM Adoption in Construction Project Organizations: Impact Factor Analysis Using SNA and Comparative Case Study

Xu¹,

Lu²,

Papadonikolaki

2022

J. Manage. Eng.

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“…A wide range of risk types has been considered in these studies, including information risks (Kovtun et al, 2020;Kuznetsov et al, 2021), and occupational safety incidents (Ayhan & Tokdemir, 2019a, 2019b. Other objectives focused on in academic studies and projects include energy management (Cho et al, 2015), enhancing efficiency (Aziz et al, 2014), stakeholder management (Gaur & Tawalare, 2022), and analyzing public opinion (Vinichenko et al, 2021;Zhou et al, 2021). Optimization techniques, such as quasi-Newton algorithm and genetic algorithm, are tools employed in various projects for optimized and efficient allocation of resources and time (Kaiafa & Chassiakos, 2015).…”

Section: Recent Progress In the Digitalization Of Megaprojects And Co...mentioning

confidence: 99%

“…Furthermore, most of these digitalization tools are currently in their preliminary development stages in the context of Creation of data infrastructure for analytics of megaprojects using semantic web Unified ontology for knowledge representation and risk assessment in megaprojects (Aziz et al, 2014) Critical pathway of scheduling integrated with Genetic Algorithm Improved resource utilization Faster completion Financial optimization Improved quality (Faghihi et al, 2014) Using geometric information from BIM in Genetic Algorithm for generating and optimizing scheduling Use of geometric information from BIM toward optimized construction schedules (Gaur & Tawalare, 2022) Studying the involvement of BIM in stakeholder management in a metro-railway megaproject Important stakeholder management elements, such as communication, integration, risk management, and knowledge sharing can be fulfilled via the benefits of BIM. (Zhou et al, 2021) Use of Latent Dirichlet allocation for topic modeling and sentiment analysis in megaprojects Analysis of online public opinion via social media information can be conducted for megaprojects.…”

Section: Challenges Of Implementing Digital Tools In Megaprojectsmentioning

confidence: 99%

Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory

Wijayasekera

Hussain

Paudel

et al. 2022

Project Management Journal

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This article articulates the prospect of improving megaproject execution and performance via digital project delivery. Various digitalization options, such as cloud computing, automation, artificial intelligence, information modeling, and data analytics and their recent usage in megaprojects, are critically reviewed. Prospective future developments and forthcoming challenges of digitalization in megaprojects have also been identified based on the current progress of these technologies. In terms of theory, we suggest information economics and organizational economics as a starting place to develop a research approach to artificial intelligence and megaprojects.

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“…The inclusion of durability considers the ability of stakeholders to make any future demand related to the project. This is particularly important in the megaproject, which is, by definition, a long-duration project (Gaur and Tawalare, 2022). This attribute, along with the TAM (power, legitimacy and urgency) and attribute of proximity, addresses the long-term issues related to the management of stakeholders (Andriof et al, 2017).…”

Section: Bepam 132mentioning

confidence: 99%

Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

Gaur

Dosapati

Tawalare

2022

BEPAM

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PurposeStakeholder assessment is based on attributes possessed by stakeholders, making the process heavily reliant on evaluating attribute weights. The present assessment methods are based on Analytical Hierarchy Process, Analytical Network Process, and pairwise comparisons that heavily rely on decision-makers’ skills and knowledge. An objective evaluation of attribute weight needs to be done to overcome this challenge.Design/methodology/approachA Multi Criteria Decision Making (MCDM) based approach, through the combined use of Criteria Importance Through Intercriteria Correlation (CRITIC) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods has been incorporated to objectively evaluate the weights of the stakeholder attributes and their ranking with a specific focus on construction megaprojects. Five stakeholder attributes and twelve commonly associated stakeholders with megaprojects were considered to achieve this.FindingsThe new model presented power, durability and legitimacy as three important stakeholder attributes, further used to determine stakeholder importance. The client, contractor and project manager were identified as the top three internal stakeholders, and customers, local community and utility service providers as three crucial external stakeholders.Research limitations/implicationsThe findings from the proposed method provide the practitioners with updated information about the attributes they need to look into when planning stakeholder involvement and management. Further, it also leads them to the established framework for the provided stakeholder ranking when planning their management strategies.Originality/valueThe use of CRITIC method allowed to address the possibility of any correlation between the attributes in their weight determination. This was one of the advantages as co-relation between the attributes during their weight determination has not been addressed in previous methods.

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Investigating the Role of BIM in Stakeholder Management: Evidence from a Metro-Rail Project

Cited by 35 publications

References 50 publications

Human-Organization-Technology Fit Model for BIM Adoption in Construction Project Organizations: Impact Factor Analysis Using SNA and Comparative Case Study

Human-Organization-Technology Fit Model for BIM Adoption in Construction Project Organizations: Impact Factor Analysis Using SNA and Comparative Case Study

Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory

Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

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