Understanding the early stages of the innovation diffusion process: awareness,influence and communication networks

The themes of awareness and influence within the innovation diffusion process are addressed. The innovation diffusion process is typically represented as stages, yet awareness and influence are somewhat under-represented in the literature. Awareness and influence are situated within the contextual setting of individual actors but also within the broader institutional forces. Understanding how actors become aware of an innovation and then how their opinion is influenced is important for creating a more innovation-active UK construction sector. Social network analysis is proposed as one technique for mapping how awareness and influence occur and what they look like as a network. Empirical data are gathered using two modes of enquiry. This is done through a pilot study consisting of chartered professionals and then through a case study organization as it attempted to diffuse an innovation. The analysis demonstrates significant variations across actors’ awareness and influence networks. It is argued that social network analysis can complement other research methods in order to present a richer picture of how actors become aware of innovations and where they draw their influences regarding adopting innovations. In summarizing the findings, a framework for understanding awareness and influence associated with innovation within the UK construction sector is presented. Finally, with the UK construction sector continually being encouraged to be innovative, understanding and managing an actor’s awareness and influence network will be beneficial. The overarching conclusion thus describes the need not only to build research capacity in this area but also to push the boundaries related to the research methods employed.     

Renewal in construction projects: tracing effects of client requirements

Several studies identify clients as important drivers of innovation in the construction industry. How clients contribute to innovation is however less investigated. In two case studies of health care construction projects, we investigate how client requirements create renewal in the form of intra- as well as inter-project effects. Using an inter-organizational framework of actors, resources and activities (the ARA model), it is possible to identify a variation of effects. The paper concludes that both client requirements and their associated renewal effects are results of interaction in time as well as space. Renewal effects crossing individual projects are dependent on relationships among two or more actors that continue to interact in subsequent projects. In addition, these effects relate to several dimensions of interaction and include how actors relate in new ways, how resources are combined and how activities are organized. Thus, by adopting an interactive perspective, it is possible to reveal how construction clients can contribute to renewal such as innovation and learning, directly and indirectly, within and across projects. Finally, we suggest that managers need to consider the role of long-term business relationships in achieving increased renewal in construction.     

Analysing construction project coalitions: exploring the application of social network analysis

The construction industry is currently in transition as a result of innovations in procurement and project management approaches, in particular, the utilization of supply chain management, and technology or work clusters in the context of partnering relationships between project coalition actors and the client organization. These new strategies require an analytical method that deals with actor interdependence and provides an appropriate level of detail and quantitative data in relation to the non‐linear, complex, iterative and interactive process that construction projects comprise. The construction project is conceptualized as a number information exchange networks, classified according to the principal project functions and supported by performance incentive and contractual relationship networks. The point centrality of the project actors within these various networks provides quantitative data and graphical representation of the governance of construction projects and the changes brought about by innovations in procurement and project management techniques. Social network analysis (SNA) provides an important new quantitative approach in the comparative analysis of procurement and project management of construction projects. SNA enables traditional project coalition management approaches to be compared with those associated with innovative management approaches. Quantitative analysis relates to the appropriateness and effectiveness of both financial incentives and contractual conditions involved in the governance of construction projects.     

A century of innovation in the Dutch construction industry

In recent years, the number of publications on innovation in the construction industry has increased. Many of these documents address qualitative issues, e.g. policies for innovation and present case studies. A more quantitative approach is taken in this paper, which is the continuation of a previous study. It focuses on main types and sources of innovation in the construction industry, and includes an analysis of 55 years of publications in two leading Dutch professional journals. The results show a recent increase in innovation, with two‐thirds of innovations coming out of supplying industries. Construction companies contribute mainly in process innovations. Innovation in construction remains to be technology‐ rather than market‐driven. Regulations have a surprising impact, as over one‐third of all counted new innovations are related to new regulations.     

Organising and Managing boundaries: A structurational view of collaboration with Building Information Modelling (BIM)

The construction industry is currently undergoing digital transformation due to emerging technologies. Hence new forms of organisation are needed. Collaborating with Building Information Modelling (BIM) is complex and challenges the management of projects. The ubiquitous digital information sharing among multi-disciplinary actors in BIM-based projects, activates dense inter-organisational processes. This study offers insights into collaboration with BIM, through the theoretical lens of boundaries. By analysing two projects of BIM-based collaboration in the Netherlands, the interplay between structure and agency of collaboration was discussed. The various artefacts of BIM, as boundary objects were interpreted in multiple ways by different communities of practice and this resulted in poor communication and consequently poor collaboration. The findings challenge the prevalent view of BIM as a software artefact and showed that this view only partially supports collaboration. Additionally, a structurational view (enabled by communication, conflict management, negotiation, and teamwork) as opposed to a structural view of collaboration (e.g. BIM as a software) can fully support the implementation of digital innovations. Finally, the paper revealed a ‘tactical gap’ in the implementation of digital between strategic and operational decision-making needs fine-tuning to ensure better collaboration in projects where digital innovations are adopted. The study concludes with propositions for supporting organisation of teams through integration of activities and the management of BIM-based collaboration in projects beyond merely structural and technological approaches, which dominate the field but from a structurational view instead.     

Inter- and intra-organizational conditions for supply chain integration with BIM

ABSTRACT

Digitizing buildings via building information modelling (BIM) is increasingly gaining traction in the architecture, engineering and construction (AEC) sector. The plethora of BIM-based technologies affects both inter- and intra-organizational relations. Structured inter-organizational networks across tiers, such as supply chain (SC) partnerships were used to examine how BIM affects these changing relations across and within firms’ boundaries. Empirical explorations around the interplay between BIM and SC partnering – as a proxy for supply chain management (SCM) philosophy – were deployed to assess their contribution to SC integration, and to investigate the functions of key actors in AEC. One young and one long-standing SC partnership were studied, and it was observed that the contractual arrangements had to be complemented by well-defined BIM scope, and communications across multiple tiers to built trust and support collaboration in the network. There were two types of BIM-enabled SC partnering: with emphasis on either transactions or relations, the former being merely operational whereas the latter strategic. These inter-organizational orientations of BIM-enabled SC partnering outlined further intra-organizational conditions for integration regarding functional division, business models and services offered. The study carries implications for BIM and SCM researchers, policy-makers and practitioners, and proposes strategies for SC integration by aligning intra- with inter-organizational relations.     

Balancing control and flexibility in joint risk management: Lessons learned from two construction projects

Joint risk management (JRM) is an approach that highlights the importance of collaboration between the project actors in managing risk that cannot be identified at the outset of the project. Despite the recognition of the concept in the literature, the use of JRM in practice seems to be rare. Based on contingency theory, we investigate how mechanistic (control-oriented) and organic (flexibility-oriented) management systems influence the implementation of JRM in two construction projects. In the first project, the actors managed to achieve a balance between control and flexibility, which paved the way for successful JRM. The extensive use of control in the second project hampered flexibility and constrained the use of JRM. We conclude that JRM requires both control for managing risk that has been identified and flexibility for dealing with unforeseen events. When a mechanistic approach is dominant, risk management remains a formal process carried out individually rather than collaboratively.     

Classification of innovation for strategic decision making in construction businesses

Innovations in construction may be classified in several different ways. To encourage construction firms in Singapore to innovate, a practical approach is provided for the classification of innovations, in order to guide construction firms in their development of innovation strategies. A qualitative systems model, portraying the innovation behaviour of contractors, is developed and validated through Pearson correlation analysis and interviews. From interviews with 21 construction practitioners, the profit maximization goals of construction firms are shown to be a major driving force of innovation. Construction innovation should be classified in accordance with the types of benefits and returns that emerge from them, which makes the investment of money and effort in innovation worthwhile. Three classes of innovations were identified: innovations that consumers are willing to pay for; innovations that reduce contractors' construction costs; and innovations that encompass intangible benefits, thus providing contractors with competitive advantage.     

The influence of green building certifications in collaboration and innovation processes

While the paradigm of sustainable development has largely influenced architecture projects worldwide, Green Building Certifications (GBCs) have become the new (increasingly mandatory) standard of project performance. Numerous studies have concentrated on the influence of sustainable development (SD) in the final product: the building. However, more research is still needed in order to understand how GBCs have influenced building processes, particularly collaboration and innovation within architecture projects. In order to fill this gap, this study presents results from 19 interviews with professionals in the built environment and examines three architecture projects conducted in Canada that received a widely popular GBC and were significantly influenced by SD principles during the design and building process. The research applies recent frameworks for exploring stakeholders’ interests on GBCs and the collaboration and innovation practices developed by them. Research results show that processes within these projects are shaped by at least four tensions that can either enhance or hinder collaboration and innovation: strategic–tactical, collaborative–competitive, participative–effective and individual–collective. The study highlights the importance of understanding GBC as a process and not only as a final outcome, and thus, to better manage these tensions so that they contribute to product and process performance.     

Diffusion characteristics of private sector financed innovation in Sweden

Although construction is considered to be slow in adopting new technology and new processes, innovation, research and development are performed routinely. Nonetheless, knowledge about what affects the diffusion of research results—in the context of innovations—is incomplete, limiting the effectiveness of procedures designed to evaluate project proposals. The aim is to examine the factors that can influence the diffusion of results, in this case from externally funded construction innovation projects. A Fisher's exact test is performed on six concepts derived from general innovation theory which are tested on 20 development projects. The test is used to establish the significance of the six concepts and their applicability to construction‐related innovation. The results reveal support for all six concepts, although only four of them attract a high level of significance. External lateral and vertical communication and external integration during the development phase are shown to increase the chances of successful diffusion and should therefore be assessed in project proposals.     

多主体协同育人模式在城乡规划专业本科联合毕业设计中的实践与思考

基于新工科建设背景,提出地方高校城乡规划专业毕业设计应体现"四位一体"综合创用能力的课程目标。将"多主体协同育人"模式应用于全国城乡规划专业"7+1"联合毕业设计教学实践,从校际协同、校内协同及校政企等多个层面阐述了毕业设计教学改革实施措施,提出新工科建设背景下城乡规划专业本科联合毕业设计改进策略,以期为地方高校毕业设计教学改革提供新思路,助推新工科建设下城乡规划教育改革与创新。     

试论项目管理技术在施工企业的应用与创新

分别对项目管理技术及项目管理成功因素进行了分析,并根据施工企业项目管理现状,就项目管理技术在施工企业的应用与创新作了重点论述,以达到加强和完善施工企业项目管理的目的。     

Modeling knowledge networks in economic geography: a discussion of four methods

The importance of network structures for the transmission of knowledge and the diffusion of technological change has been recently emphasized in economic geography. Since network structures drive the innovative and economic performance of actors in regional contexts, it is crucial to explain how networks form and evolve over time and how they facilitate inter-organizational learning and knowledge transfer. The analysis of relational dependent variables, however, requires specific statistical procedures. In this paper, we discuss four different models that have been used in economic geography to explain the spatial context of network structures and their dynamics. First, we review gravity models and their recent extensions and modifications to deal with the specific characteristics of networked (individual level) relations. Second, we discuss the quadratic assignment procedure that has been developed in mathematical sociology for diminishing the bias induced by network dependencies. Third, we present exponential random graph models that not only allow dependence between observations, but also model such network dependencies explicitly. Finally, we deal with dynamic networks, by introducing stochastic actor-oriented models. Strengths and weaknesses of the different approach are discussed together with domains of applicability the geography of innovation studies.     

A hierarchical structural model of assessing innovation and project performance

Research in construction innovation highlights construction industry as having many barriers and resistance to innovations and suggests that it needs champions. A hierarchical structural model is presented, to assess the impact of the role of the project manager (PM) on the levels of innovation and project performance. The model adopts the structural equation modelling technique and uses the survey data collected from PMs and project team members working for general contractors in Singapore. The model fits well to the observed data, accounting for 24%, 37% and 49% of the variance in championing behaviour, the level of innovation and project performance, respectively. The results of this study show the importance of the championing role of PMs in construction innovation. However, in order to increase their effectiveness, such a role should be complemented by their competency and professionalism, tactical use of influence tactics, and decision authority. Moreover, senior management should provide adequate resources and a sustained support to innovation and create a conducive environment or organizational culture that nurtures and facilitates the PM's role in the construction project as a champion of innovation.     

Enabling and measuring innovation in the construction industry

Innovation is vital to successful, long-term company performance in the construction industry. Understanding the innovation process, how innovation can be enhanced and how it can be measured are key steps to managing and enhancing innovation. The factors that affect innovation on a project were identified, as well as how these factors can be used to measure the level of innovation on a project, and the practices and processes that encourage and facilitate innovative changes. Case studies of construction projects in the United States revealed three necessary components of innovation: idea generation, opportunity and diffusion. A variety of practices are used to optimize each component including support and commitment from the owner/client and firm upper management, workforce and project team integration and diversity. Applying the practices identified in the research leads to enhanced innovation through better communication among project team members, integration of the design and construction disciplines, more efficient designs, development of unique ways of completing work and sharing of the lessons learned. The end result of innovation will be projects that successfully meet and exceed cost, quality, schedule and safety goals.     

Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects

Publicly funded multi-actor research, development and innovation projects are a setting where a network of multiple organizational actors form a temporary consortium to jointly create new knowledge and market-upstream innovations. The couplings between the organizational actors and sub-groups of these actors represent joint work that leads to flows of knowledge and flows of activities. The dynamics of the couplings in this empirical context and their implications are not well understood yet. Using an inductive comparative multiple case study of projects funded in European Research and Innovation Programmes, we investigated 4 projects with 54 organizational actors, which produced 50 innovations. The evolutions of all couplings went through the same phases, although the temporality of the phases differed. We identified eight types of evolutions of couplings and their underlying generative mechanisms. These evolutions led to different, mostly negative implications on the planned collaborative innovations. Particularly, we observed a systematic degradation of the couplings that were planned to connect sub-groups of organizational actors. Over time, the projects became less collaborative than planned, and they have a tendency to fragment into isolated activities by subgroups of actors. Based on these findings, we propose an emerging process model which helps to better understand how and why the couplings evolve in multi-actor RDI projects.     

The formation of a collaborative project identity in an infrastructure alliance project

Inter-organizational projects struggle to build a sense of joint belonging and a culture of cooperation. In evaluating the social processes of collaboration in inter-organizational projects, organizational identity is considered a core concept. To extend existing knowledge of how collaborative identity is formed in inter-organizational infrastructure projects, the study investigates how the specific characteristics of temporary organizations (time, team, task and context) influence identity formation activities. A case study of the first Finnish infrastructure alliance project identifies six key activities supporting the formation of collaborative project identity: (1) articulating a joint vision for collaborative project identity; (2) converging on mutual conceptions of collaborative project alliance philosophy; (3) attaining a shared collaborative mentality; (4) designing ways of working with multiple identities; (5) attaining distinctiveness and (6) legitimizing activities. The findings indicate that identity formation activities are context-dependent, and that the formation of organizational identity differs between temporary and permanent organizations. The findings illuminate how managers can build a collaborative project identity.     

Challenges when implementing BIM for industry change

Public clients have been identified as drivers of architectural, engineering and construction (AEC) industry change through their implementation of building information modelling (BIM). Yet, little is known of this implementation process and the associated challenges. This study aims to increase the understanding of what intra- and inter-organizational challenges that arise when a large Swedish public infrastructure client implements BIM to change the work practices of the actors in the Swedish AEC industry. The IT business value model allows for understanding the public client’s implementation of BIM as an IT-supported change process and for understanding the associated intra- and inter-organizational challenges. The findings show nine categories of intra- and inter-organizational challenges related to, for example, demanding BIM in procurement and creating incentives for BIM implementation. The findings show that intra-organizational challenges related to a top-down implementation of BIM, while inter-organizational challenges related to a bottom-up implementation. The impact of these challenges on the public client’s ability to drive AEC industry change by implementing BIM is discussed. The findings contribute with the client perspective to studies on BIM implementation and with an increased understanding of the challenges associated with implementing IT-supported change processes.     

Industrial renewal within the construction network

The construction business network is generally seen as conservative and non-innovative, for which a number of reasons have been identified. One of these reasons relates to the special inter-organizational setting that exists within the industry. The starting point of our study was to investigate whether there is any truth in this perceived lack of innovation. One reason for the industry’s bad reputation could be that the way innovation generally is defined and measured is unsuitable for the construction business. Therefore, renewal was used as the central concept of change in our investigation. The second issue concerns factors that either assist or impede renewal, and the ambition was to identify those factors driving, as well as those hindering renewal. In order to identify the degree of renewal, as well as the factors affecting it, we conducted a survey of Swedish construction companies. The resulting picture shows a clear connection between the inter-organizational interfaces within the industry and how renewal takes place. The total renewal activity is on a considerable level with more than 60% having made changes visible from the customer’s point of view. The most active interface is also in relation to customers, while the relationship to suppliers generally is more distant. Finally, the project focus which characterizes the industry affects what type of renewal takes place, and exposes the lack of knowledge transfer between individual projects and actors as an important hindrance to renewal in the construction network.     

建设项目创新管理的耗散结构分析

建设项目管理需要有效的内部协调机制和环境适应性,以达到合理配置资源、优化实施方案,有条不紊地实现建设计划的目标。将耗散结构应用到建设项目管理,有助于构建平衡、稳定、有序的项目组织结构,提高管理效率,实现组织创新和企业的可持续发展。以建设项目耗散结构及其熵理论为基础,论述了耗散结构中熵流的基本作用机理和作用过程,分析了建设项目创新管理方法及其正负熵流变化对物质、能量和信息流的影响,并通过实例分析了耗散结构理论在建设项目创新管理方法上的应用以及对我国建设项目管理的有益启示。