Understanding and Managing Three-Dimensional/ Four-Dimensional Model Implementations at the Project Team Level
Publication: Journal of Construction Engineering and Management
Volume 136, Issue 7
Abstract
This paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which project managers decide to implement new technologies on their projects according to the outcomes of these sense-making processes. The paper validates the model against observations gathered in four case studies of technology implementation on construction projects. Doing so, it assesses the general usefulness of the model to explain the success of technology implementation dynamics in project teams. The paper also derives a number of management suggestions from the model: for example, project managers should focus squarely on the immediate benefits of the technology in improving work processes on the project instead of focusing on long-term strategic firm or industry benefits.
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Acknowledgments
We would like to thank the project team members that helped us as informants and supported us during our data collection efforts. Further, we would like to thank Martin Fischer, John Haymaker, Geert Dewulf, Kristian Kreiner, and the two anonymous reviewers for their valuable comments on earlier drafts of this paper.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 136 • Issue 7 • July 2010
Pages: 757 - 767
Copyright
© 2010 ASCE.
History
Received: Feb 3, 2009
Accepted: Nov 16, 2009
Published online: Nov 18, 2009
Published in print: Jul 2010
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