Organizational Factors That Drive to BIM Effectiveness: Technological Learning, Collaborative Culture, and Senior Management Support

Villena-Manzanares, Francisco; García-Segura, Tatiana; Pellicer, Eugenio

doi:10.3390/app11010199

Cited by 20 publications

(10 citation statements)

References 63 publications

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“…signifies “the extent to which a firm feels threatened by and tries to evade ambiguous situations in the supply chain” (Zhang & Cao, 2018, p. 149). It denotes how collaborative partners seek to eschew ambiguity and vagueness in their relationships with other supply chain members (Seo et al, 2016; Villena-Manzanares et al, 2020; Porcu et al, 2020; Le, 2021). Hence, Kumar and Rahman (2015) suggest that supply chain members faced with high levels of ambiguity and unpredictability turn to inter-organisational relationships for solace.…”

Section: Theoretical Background Concepts and Hypothesismentioning

confidence: 99%

Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis

Acquah

2023

RAUSP

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Purpose This paper assumes necessity rather than sufficiency logic to model the relationship between collaborative culture and supply chain collaboration as triangular rather than linear. Specifically, this study aims to determine whether overall collaborative culture and its dimensions (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) are necessary for supply chain collaboration and the minimum levels of overall collaborative culture and its dimensions that are required for high levels of supply chain collaboration. Design/methodology/approach Based on the literature, collaborative culture and its four dimensions, namely, collectivism, long-term orientation, power symmetry and uncertainty avoidance, were modelled as conditions having supply chain collaboration as their outcome. The study used the necessary condition analysis to test the triangular relationships between the conditions and the outcome among a sample of firms (N = 166) in the downstream petroleum sector. Findings The results revealed that collaborative culture and its dimensions are necessary conditions for supply chain collaboration, and that high levels of collaboration are possible, although not guaranteed when at least a basic level of collaborative culture or its dimensions are present. Hence, different levels of supply chain collaboration require firms to have different levels of collectivism, long-term orientation, power symmetry and uncertainty avoidance. Thus, at 30% supply chain collaboration, only overall collaborative culture is necessary. Research limitations/implications A significant limitation of this research is that, although several antecedents of supply chain collaboration exist, this study explored only the cultural antecedents of supply chain collaboration. Practical implications The dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration. Therefore, managers should adopt a holistic approach to investment in a collaborative culture, as an over-investment in any of the dimensions may not compensate for an under-investment in the others. Originality/value As one of the first studies to use necessity rather than sufficiency logic to test the relationship between collaborative culture and supply chain collaboration, this research unearthed the non-linear (triangular) relationship between the constructs. It contributes to understanding how collaborative culture and its dimensions serve as bottleneck conditions constraining supply chain collaboration.

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Section: Theoretical Background Concepts and Hypothesismentioning

confidence: 99%

Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis

Acquah

2023

RAUSP

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“…As a result, the team becomes much more united. Villena-Manzanares et al [40] showed the effectiveness of new technology-enhanced with senior management support. In order to achieve that, senior management support must encourage a collaborative culture and technical education among project team members.…”

Section: Company's Culturementioning

confidence: 99%

Key Assessment Criteria for Organizational BIM Capabilities: A Cross-Regional Study

Rajabi

Radzi²,

Rezaeiashtiani³

et al. 2022

Buildings

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Building information modeling (BIM) is an emerging process for managing the design, construction, operation, and maintenance of a facility. While BIM has developed in diverse aspects, the lack of organizational BIM capabilities remains a barrier to its implementation across the global architecture, engineering, and construction (AEC) industry. Accordingly, AEC organizations need to understand their organizational BIM capabilities and those of other organizations to realize the benefits of implementing BIM. This study examines the key criteria for assessing organizational BIM capabilities across two countries—Malaysia and Iran. For this purpose, the study compares the assessment criteria for BIM capabilities among the two countries based on the following elements: (1) criticality of the criteria; (2) degree of centrality of the criteria; and (3) underlying groups of the criteria. A systematic literature review of 26 articles and semi-structured interviews with BIM professionals provided nineteen criteria. A total of 121 and 126 BIM professionals evaluated the criticality of the criteria through a survey in Malaysia and Iran. The collected data were analyzed using the contextual disparities test (Mann–Whitney U test, Kruskal–Wallis H test, and rank agreement factor), network analysis, and exploratory factor analysis (EFA). The leading key criteria in both countries are “the company has the necessary infrastructure to implement BIM”, “the company has a good attitude towards new technology”, and “the company understands its expertise”. However, the subsequent key criteria differ between countries. Furthermore, while the level of agreement on the ranking of the criteria is at a neutral level, the Mann–Whitney U test indicates that the level of criticality significantly differs between countries for most criteria. There are also changes in the level of criticality of the criteria between countries. Finally, criteria with a high degree of centrality differ between countries. On the contrary, although the criteria slightly differ between countries, the overarching groups of the criteria are similar (i.e., the criteria are related to organizational BIM capabilities and organizational capabilities). Understanding these criteria can help researchers and industry practitioners develop the optimal tool for assessing organizational BIM capabilities for the local industry.

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“…Once a new technology is accepted, it can only confer the desired effect with the support of the leaders. To do this, senior management support must facilitate collaboration and technological learning among organizational members [55].…”

Section: Impact Of Incentives On Organizational Culturementioning

confidence: 99%

Organizational Culture: The Key to Improving Service Management in Industry 4.0

et al. 2022

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Industry 4.0 can enhance the operational efficiency of the supply chain, but the current research mainly focuses on analytics and smart things. Many companies integrate their organizations more closely with data by adopting Industry 4.0, but this study found that some companies have changed their leadership, organizational, and customer relationships through the adoption of CPS. Industry 4.0 is a socio-technical system that should be explored in terms of management practices, employee feedback, and the cause-and-effect relationship between them. This study proposes a modeling framework using the Su-field analysis of TRIZ method (Theory of Inventive Problem Solving) and applies the Partial Least Squares Structural Equation Modeling (PLS-SEM) method to investigate the relationship between leadership, organizational culture, and service management in the Taiwan industry. The results show that the data analysis, CPS, IoT, and intelligent technologies of Industry 4.0 can facilitate connections within the value chain and increase agility in response to environmental changes. Companies must have a good organizational culture and provide the right incentives to gain the organizational commitment of their employees to implement Industry 4.0.

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Organizational Factors That Drive to BIM Effectiveness: Technological Learning, Collaborative Culture, and Senior Management Support

Cited by 20 publications

References 63 publications

Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis

Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis

Key Assessment Criteria for Organizational BIM Capabilities: A Cross-Regional Study

Organizational Culture: The Key to Improving Service Management in Industry 4.0

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