Holistically assessing collaborative culture in the AEC industry

Abstract

The insufficient understanding and literature on people collaborating in the Architectural-Engineering-Construction (AEC) industry has prompted researchers to investigate this by conducting project-to-project comparisons. A mixed method-based comparison of two construction projects’ design teams was made in order to present factors to be considered in fostering a positive collaborative culture. Client knowledge and involvement, existing relationships between teams, stronger informal collaboration, a decentralised leadership style and the adequate monetary motivation to a firm were found to be most critical. The study also assessed whether the use of holistic analysis methods can quantitatively show the differences between the projects; in particular, which project had a more positive collaborative culture. The perception based method used correlated the variance of perception of the teamwork environment and systemic risk to the projects with a more positive collaborative culture; 80% of constructs (some postulated attribute of people assumed, to reflect in test performance) supported the qualitative data. Additionally, assessments of the personalities of respondents from the project with a more collaborative culture also showed higher collective agreeableness. Findings suggest that projects with more changes, more assumptions made and uncertainty in requirements affect the collaborative culture negatively.

A thematic analysis of the organisational influences on digitalisation in construction firms

“…The results of this qualitative exploratory investigation reiterate the need to create a digitally supportive organisational culture in construction firms. Collaborative (Sujan et al, 2020), constructive (Jensen, 2014), connected (Folkestad andGonzalez, 2010), innovative (van Marrewijk, 2007), dynamic (Menghwar and Daood, 2018), and training cultures (Colli et al, 2019), are all essential cultures that can co-exist in an organisation interchangeably to drive better digital adoption. Developing these cultures can help set up an environment that enables cultural change and fosters digitalisation.…”

A Sensemaking Perspective of Digitalisation in Construction Organisations

“…Digitalisation is proving key for the construction industry due to values like enhanced efficiency [38], cost reduction [39], and most importantly, a significant increase in productivity [40]. Notably, the higher use of digitalisation in construction processes has been described as an enabler of collaboration and informed decisions among construction trades [41]. In the UK construction industry, digitalisation carries particular importance due to supporting a transformation from historical conventional methods the industry has been reliant on, which is the main cause for the lag in construction productivity [42].…”

Determinants of an effective digital transformation in construction organisations: a qualitative investigation

“…For instance, Ajwani-Ramchandani et al (2021) depict digital transformation as aligned with achieving a circular economy through supporting critical waste reduction, while Trkman and Cerne (2022) report that digitalisation goes concurrently with carbon reduction efforts, and Nikmehr et al (2021) underscore the significance of digitalisation in enhancing organisational performance. These benefits are viewed from the lens of productivity (Hasan and Lu, 2021), promoting informed decisions in the construction context (Sujan et al, 2020). However, these benefits alone are not forming sufficient justifications to drive fundamental change (Lindquist, 2022).…”

“…(2021) underscore the significance of digitalisation in enhancing organisational performance. These benefits are viewed from the lens of productivity (Hasan and Lu, 2021), promoting informed decisions in the construction context (Sujan et al ., 2020). However, these benefits alone are not forming sufficient justifications to drive fundamental change (Lindquist, 2022).…”