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Framework of influences on BPM/BIM adoption 

Framework of influences on BPM/BIM adoption 

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Conference Paper
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BPM/BIM offer the possibility of faster, more accurate collaborative working thereby offering a solution to many current construction industry challenges, yet their usage remains frustratingly limited. It follows that there are likely be a number of influences and the aim of this research was therefore to identify those that could be considered rel...

Context in source publication

Context 1
... related to the individual's own organisa- tion, the other being project-specific, and indirectly linked thereafter to the wider industry at large. This is illustrated in Figure 2. The Innovation & Attitude model condenses a mul- tiplicity of influences concerning ICT adoption into four interlinked domains, dealing with technical, business, human, and personal issues. ...

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Citations

... BIM functionality combined with improved business process alignment between trading partners should lead to increased uptake and integration across the AEC sector, providing adopters with increased profitability and value generation that ICT is said to present. However recent research indicates that psychological phenomena observed in individuals (Brewer, Gajendran & Beard, 2009) and across project teams () can be just as important in determining the business outcomes of ICT/BIM adoption. Moreover, whereas literature suggests that ICT/BIM is generally a force for integration of the TPO previous research (Brewer & Gajendran, 2010) indicates that this isn't necessarily the case, often leading to differentiation within the team, and even fragmentation. ...
... However in each case the starting point has to be a pre-existing framework of reference such as Ajzen's (1991) model, or multidimensional attitude profiling (Gann & Salter, 2000). This approach underpins the mapping of the attitudinal domain within which ICT/BIM decision-makers for TPOs operate (Brewer, 2009; Brewer & Beard, 2009). Implicit in this is the understanding that a collection of decision-makers within a single TPO will necessarily develop a group culture, be that positive or negative. ...
... Using Ajzen's Theory of Planned Behaviour (1991) as the point of departure it acknowledges that the ideal decision ought to be to integrate ICT throughout the primary participant organisations in a particular TPO, with its ultimate expression in the adoption of web based communication plus online access to BIM information. A metaanalysis of case study data (Brewer, Gajendran & Beard, 2009) confirmed the model's applicability for analysing the decision-making of key individuals operating within BIMcentric contexts. ...
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... BIM functionality combined with improved business process alignment between trading partners ought to naturally lead to increased uptake and integration across the AEC sector as a result of the claimed scope for increased profitability and value generation that BIM is said to present. However recent research indicates that psychological phenomena observed in individuals (Brewer, Gajendran & Beard, 2009) and across project teams (Gajendran & Brewer, 2009) can be just as important in determining the business outcomes of BIM adoption. This paper builds upon the authors" earlier work (Brewer, 2009;Gajendran, 2010). ...
... BIM functionality combined with improved business process alignment between trading partners ought to naturally lead to increased uptake and integration across the AEC sector as a result of the claimed scope for increased profitability and value generation that BIM is said to present. However recent research indicates that psychological phenomena observed in individuals (Brewer, Gajendran & Beard, 2009) and across project teams (Gajendran & Brewer, 2009) can be just as important in determining the business outcomes of BIM adoption. This paper builds upon the authors" earlier work (Brewer, 2009;Gajendran, 2010). ...
... However in each case the starting point has to be a pre-existing framework of reference such as Ajzen"s (1991) model, or multidimensional attitude profiling (Gann & Salter, 2000). This approach underpins the mapping of the attitudinal domain within which ICT/BIM decision-makers for TPOs operate (Brewer, 2009;Brewer & Beard, 2009). Implicit in this is the understanding that a collection of decision-makers within a single TPO will necessarily develop a group culture, be that positive or negative. ...
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