PurposeAlthough data rich building information models have been widely adopted in the Architecture Engineering and Construction (AEC) industry in the United Kingdom (UK), use of 2D drawings on site for construction is still the norm. The ability of 2-dimensional (2D) drawings to convey complex 3-dimensional information is limited and requires interpretation from operatives, and 2D drawings can be quickly superseded by model updates. Although constructing directly from a model has been adopted in the aerospace and automotive industries, its use in construction is in its infancy. This research therefore aims to investigate the potential for, and barriers to, model-based construction in the UK.Design/methodology/approachThis research uses a qualitative approach, thematically analysing 13 semi-structured interviews with UK-based construction professionals who have experience of paperless or model-based construction.FindingsAlthough model -based construction has been implemented to a limited extent on some civil engineering projects; research and investment in software, network capacity, legal and contractual issues, and cultural and human factors will need to be considered before model-based construction can be implemented more widely.Originality/valueThe research contributes to an understudied, emergent area of construction practice and outlines hurdles that need to be understood and overcome before more widespread adoption of model-based construction can take place.

Firms that face organisational decline choreographed from an environmental jolt must seek new ways of creating opportunities in order to successfully turnaround. As such, the identification of pertinent turnaround strategies becomes increasingly important for senior management. Within the strategy-as-practice scholarly, there have been recent calls to move beyond empirical 'isolationism' and to connect with other larger social phenomena; while across the turnaround literature there have been calls to explore the process and microstructure of turnaround strategies in cyclical environments. To address this research gap, the purpose of the study is to adopt a tall ontology by blending the strategy-as-practice lens with the organisational decline and turnaround lens. By drawing on five exploratory case studies of large Irish construction contractors, the central objective is thus to explore firms' turnaround strategising practices during an environmental jolt. In order to advance our tall ontology, we developed a turnaround strategising process model (and propositions) that integrates our findings, and which offers the fundamental building blocks of a new blended theory. We find that successful turnaround attempts entail the simultaneous interaction of non-aggressive cost retrenchment actions and non-extensive internationalisation. The case studies further suggest that during a prolonged environmental jolt, cost retrenchment is more often a long-term strategy. Lastly, the findings provide valuable support for practitioners in developing a successful turnaround response, and in aiding the selection and timing of operational and strategic actions.

PurposeThe purpose of this paper is to investigate the challenges faced with mobile information communication technology (M-ICT), more specifically tablet software, in the construction phase of UK infrastructure projects. Quality assurance in the context of passive fire protection is scrutinised, where M-ICT use is prevalent, to provide an industry perspective.Design/methodology/approachThe research design is founded on exploratory multiple case study approach. Specific themes are developed, based on a critical review of previous ICT studies. The themes identified are used to inform a qualitative interview protocol for investigating three large UK infrastructure projects. Each project is at different stages in the construction phase, with varying examples of M-ICT implementation in use. Participants are interviewed regarding their experiences of the implementation of M-ICT on each project.FindingsFindings identify diverse experiences across each project. Single and multiple M-ICT platforms are currently being used, with individual stakeholders using ICT in isolation, and in some instances, multiple project stakeholders are using it together. Complete replacement of paper-based processes is evident in one case study, but more commonly, digital technology is being used in parallel to traditional paper-based processes. The challenges, although varied across each case study, can be categorised under the themes of Technology (IT support, ICT infrastructure, IT security, contractual, software), People (social aspects, user competency, safety), Technical Compliance (technical compliance evidence) and Process (conventional processes).Originality/valueIt is recommended that each theme be reviewed at project commencement, with all key stakeholders, to ensure key aspects are considered prior to M-ICT deployment. This will ensure avoidance of challenges reported and maximise the opportunities that are available through M-ICT in a multi-stakeholder infrastructure project.

Alternative project delivery approaches have been proposed to overcome the inefficiencies of conventional delivery methods such as design-bid-build. Integrated Project Delivery (IPD) has recently emerged as a feasible substitute to traditional project delivery approaches. Despite widespread awareness of the benefits of IPD in integration with information and communication technology (ICT) to enhance the delivery of construction projects, IPD implementation has so far been sluggish in developing countries such as India. The feasibility of implementing IPD approach and applying its principles is investigated in this study. It assesses the maturity of delivery techniques, and the potential benefits and limitations of using IPD for infrastructure projects in developing countries, using India as a case study. This study has been carried out using an in-depth investigation of the literature in combination with a qualitative method involving interviews with ten highly experienced BIM professionals from the Indian AEC sector. The findings of this study have revealed that adopting integrated project delivery while leveraging the BIM process in conjunction with ICT has the potential to effectively deliver mega infrastructure projects in developing countries. The resistance to change, lack of experience and skills, and lack of awareness among project owners are recognized as the primary obstacles to IPD adoption. The main benefits for practice following adoption could include enhanced project delivery, more effective coordination among stakeholders, and greater transparency with cost and time savings through all stages of the project. It is recommended that the regulatory bodies establish governing standards and frameworks, amend regulations to accept IPD concepts, and upskill the workforce through training and knowledge transfer for its successful adoption. One novel aspect of this study may be recognized since most previous research has focused on limitations, benefits, and adoption frameworks for IPD whereas there has been no definitive study on the practicality of IPD combined with BIM and the use of ICT for successful infrastructure project delivery in developing countries. This study contributes to the body of knowledge by serving as an exemplary paper for future studies on the adoption of BIM and ICT approaches such as cloud computing, blockchain, IoT, and mixed realities to deliver projects with integrated project delivery. Furthermore, it provides a deeper understanding of the future of this delivery approach in developing nations.

PurposeThis study aims to uncover managerial representations of achieving competitive advantage in architectural practices operating within the United Kingdom (UK).Design/methodology/approachA sequential qualitative methodology is applied, underpinned by nine managerial interviews in five architectural practices, which are analysed using computer-assisted qualitative data analysis software.FindingsIn all, 108 representations are identified, with highly rated concepts including reputation, client satisfaction, fees and staff resources discussed in detail. The need for architectural practices to develop a competitive advantage within their sector is increasingly apparent, particularly during times of market turbulence. A total of 20 themes identified are clustered into four main groups focused on People (including Calibre of Staff, Attract Graduates; Qualified Staff); Product (including Emphasis on design, Specialisation, Competitive Fees): Process (including Low Overheads, Office Efficiency) and Potential (Reputation, Ability to Undertake Large Projects, Repeat clients, Ability to expand, Parent Company, Market Understanding and New Offices).Originality/valueDespite numerous studies conducted on this subject, there has been no research to date documenting managerial representation on achieving competitive advantage in the context of architectural practices in the UK. This paper closes this gap in knowledge by contributing to underlying research on competitive advantage, focusing on the managerial representations within UK architectural practices.