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Enhancing collaboration in BIM-based construction networks through organisational discontinuity theory: a case study of the new Royal Adelaide Hospital

Authors:
Gerard Mignone
Gerard Mignone
Gerard Mignone
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M. Reza Hosseini at University of Melbourne
M. Reza Hosseini
Nicholas Chileshe at University of South Australia
Nicholas Chileshe
Associate Prof. Mehrdad Arashpour at Monash University (Australia)
Associate Prof. Mehrdad Arashpour
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This paper discusses a case study of Australia’s most technologically advanced health facility to address an identified gap in the body of the knowledge. That is, no comprehensive study has hitherto attempted to draw upon virtual team working theories to enhance collaboration in BIM-based construction networks (BbCNs). In response to this, the present study seeks to raise awareness of organisational discontinuity theory (ODT) as a recent theory for virtual teams, which enables BbCNs to embrace collaboration. To this end, the major challenges encountered and corresponding solutions adopted on a mega-project have been closely monitored and investigated. The study contributes to the field through the conceptualisation of typical barriers to collaboration in BbCNs from the perspective of ODT. Additionally, the discussions presented outline practical implications by demonstrating how the identified issues of collaboration in BbCNs could be effectively dealt with. Keywords: Collaboration; building information modelling; organisational discontinuity theory; virtual teams
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... As such, BIM applications for architectural design tend to focus on performance analysis and evaluation (Donato et al. 2018;Utkucu and Sözer 2020). In contrast, BIM collaboration in the construction industry has been a popular research topic, dealing with challenges and opportunities (Khosrowshahi and Arayici 2012;Mignone et al. 2016), complex projects (Kassem et al. 2015;Okakpu et al. 2020), and BIM requirements and corresponding functions (Alreshidi et al. 2018;Patacas et al. 2020). In this context, advancing BIM collaboration in a construction project requires: (1) legal/contractual considerations, (2) training/education on collaboration, (3) enhancing technology, and (4) developing protocols and standards (Mignone et al. 2016). ...
... In contrast, BIM collaboration in the construction industry has been a popular research topic, dealing with challenges and opportunities (Khosrowshahi and Arayici 2012;Mignone et al. 2016), complex projects (Kassem et al. 2015;Okakpu et al. 2020), and BIM requirements and corresponding functions (Alreshidi et al. 2018;Patacas et al. 2020). In this context, advancing BIM collaboration in a construction project requires: (1) legal/contractual considerations, (2) training/education on collaboration, (3) enhancing technology, and (4) developing protocols and standards (Mignone et al. 2016). Likewise, key factors enabling BIM collaboration can be BIM contracts, the BIM learning environment, cloud computing infrastructure, change agents, and new roles and responsibilities (Merschbrock and Munkvold 2015). ...
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... This finding is partly justified by Schein (1994), who said that the ability to innovate in an organization is enhanced by adopting a participative and collegial authority system. However, Mignone et al. (2016) pointed that autocratic leadership is necessary in a BIM setting, focusing on tasks, roles, and goals. This explains the element of autocracy present in the BIMenabled construction company. ...
... Furthermore, this finding contradicts the work of Rameezdeen and Gunarathna (2003), who studied the organizational culture of contractors and emphasized competitive orientation in employee relationships. However, the inherited collaborative working style enabled by BIM can be affected to create a cooperative environment within the organization (Mignone et al. 2016). This can also be attributed to the team-oriented approach in CS, which is apparent in the belief that the best way to organize is groupism. ...
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Article
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... Diversity has been considered to be responsible for conflicts, miscommunication and lack of cohesion in virtual teams (Al Zain et al., 2018;Mignone et al., 2016;Wickramasinghe and Nandula, 2015) and also for reducing effectiveness (Plotnick et al., 2016). On the other hand, Batarseh et al. (2018) concluded that higher levels of functional diversity are positively correlated with innovation. ...
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... Over the past decade, many studies have investigated the industry-level, interorganizational collaboration networks in the construction industry. Most studies have applied a static network perspective (Liu et al. [42]; Park et al. [41]; Xue et al. [32]), or have described the structural characteristics of collaborative networks in a specific market, period, or region (Mignone et al. [43]; Wang et al. [35]; Zhou et al. [44]). These industry-level network surveys in the construction field have expanded our understanding of the static structure of inter-organizational collaboration networks in specific contexts and the impact of the network structure on organizational output (e.g., organizational performance, organizational competitiveness, project success). ...
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Full-text available
  • Mar 2024
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... Зачастую эти группы профессионалов работают в некоторой изоляции и берут на себя ответственность только за свою часть работы. Такая организация процесса проектирования поощряет формирование «бункерного менталитета», и в результате проектирование из равномерного процесса становится дискретным и уязвимым к частым конфликтам и несоответствиям между конструктивной и архитектурной частями проекта [22][23][24]. ...
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... Зачастую эти группы профессионалов работают в некоторой изоляции и берут на себя ответственность только за свою часть работы. Такая организация процесса проектирования поощряет формирование «бункерного менталитета», и в результате проектирование из равномерного процесса становится дискретным и уязвимым к частым конфликтам и несоответствиям между конструктивной и архитектурной частями проекта [22][23][24]. ...
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... One of the most realistic options for overcoming the crisis in the construction industry is to develop strong collaborative relationships among stakeholders (Murtazova & Aliev, 2021). The fact that a project is comprised of many stakeholders from various professional organizations requires effective and efficient communication, coordination, and cooperation to deliver the project value (Mignone et al., 2016;Oraee et al., 2017;Soderlund, 2011). The stakeholders are the actors involved in the designconstruction work of a building project, such as architects (designers), contractors, clients, component manufacturers, suppliers, and supervisors (Xue et al., 2018a). ...
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  • ArchNet-IJAR
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Collaborative Design Management
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