Strategies to Achieve High Adoption of Organizational Change Initiatives within the AEC Industry

Maali, Omar; Kepple, Nancy Jo; Lines, Brian

doi:10.1061/(asce)me.1943-5479.0001051

Cited by 12 publications

(5 citation statements)

References 74 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The construction industry undergoes compelling transformations to adapt to changes [100], and the digitalization of the supply chain in construction operations is critical in modernizing the existing business management strategies [101]. Although several studies have indicated that the rate of adaptation to the rapidly changing construction industry is slow, it is even slower when it comes to adopting digital technologies [102]. The ability of construction firms to adjust to changes is recognized as a fundamental competency for remaining competitive in the market [103].…”

Section: Discussionmentioning

confidence: 99%

Challenges in the Integration of E-Procurement Procedures into Construction Supply Chains

Gurgun,

Kunkcu,

Koc

et al. 2024

Buildings

View full text Add to dashboard Cite

The growing interest in digitalization signals a need for technology-oriented supply chain operations in the construction industry. Electronic procurement (e-procurement) aims to convert traditional procurement approaches into web-based/online platforms. Even though e-procurement is an effective tool that may improve supply chain management, the extent of e-procurement implementation has been slow to date. This study investigates the barriers that hinder e-procurement implementation in construction supply chains with the aim of prioritizing solutions to the identified barriers relative to time, cost, quality, and construction owner satisfaction. A comprehensive literature survey was performed, and a focus group discussion was organized for the purpose of the study, which resulted in the identification of 28 barriers. Then, a total of 131 construction practitioners were contacted to evaluate the barriers through a questionnaire survey. The responses were analyzed using the fuzzy Technique for Order Preference by Similarities to Ideal Solution (fuzzy TOPSIS) for prioritization. Finally, 15 semi-structured interviews were conducted to gain a deeper insight into the transformation process from the conventional procurement route to the e-procurement solution. Findings highlight that issues related to unexpected order cancellations, large variations in material costs, and the uncertain nature of the industry that requires a large number of changes are ranked as the most significant barriers. Given the highly competitive environment and the high demand for advanced technologies in the construction industry, a new paradigm can enhance the efficiency of supply chain operations. Exploring and eliminating the potential difficulties of adopting e-procurement in the procurement process may be a good start. Overall, this research is expected to facilitate the transformation of the procurement process by addressing the critical barriers identified by practitioners.

show abstract

Section: Discussionmentioning

confidence: 99%

Challenges in the Integration of E-Procurement Procedures into Construction Supply Chains

Gurgun,

Kunkcu,

Koc

et al. 2024

Buildings

View full text Add to dashboard Cite

show abstract

“…From the mentioned perspective, there should be no doubt about the significance of a company's ability to identify where it wants to be in the future and to manage changes along the path that leads to that goal. Considering the importance of organizational changes in contemporary enterprises, managing organizational change becomes a highly valued and sought-after managerial skill (Maali et al, 2022).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Towards successful organizational change management: New process model identification

Vrcelj

2023

J Process Man & New Technol

View full text Add to dashboard Cite

The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective change management. While numerous change management theories exist, empirical validation and practical testing are often lacking, creating a gap between theory and application. This paper presents a critical exploration of prominent process models of organizational change, aiming to identify a unified diagnostic process model that addresses existing shortcomings and leverages the strengths of these models. The research identifies ten common phases in various process models, leading to the formulation of a 10F process model of organizational change. This model encompasses crucial stages such as problem diagnosis, creating a sense of urgency, establishing leadership roles, vision creation, planning, communication, implementation, short-term results, stabilization, and monitoring. The 10F model offers a comprehensive framework for understanding and managing diverse organizational changes. This research contributes to bridging the gap between theory and practice, providing valuable insights for managers, researchers, and practitioners engaged in organizational change initiatives.

show abstract

“…The technique depends on referrals, and it is a common approach to gathering data from a targeted population (Naderifar et al, 2017). The snowball technique was used in various change-related construction studies because it is a time-saving, efficient, and suitable method to reach targeted participants that are difficult to access (Eze et al, 2021;Gerlak et al, 2021;Justina et al, 2022;Mansour et al, 2022;Omar et al, 2022).…”

Section: Survey Samplementioning

confidence: 99%

Investigation of PESTEL factors driving change in capital project organizations

Bou Hatoum,

Nassereddine,

Musick

et al. 2023

Front. Built Environ.

View full text Add to dashboard Cite

In a volatile, uncertain, complex, and ambiguous environment, organizational change has been a central concern for capital project organizations, that continue to suffer from poor project performance in a growing industry. As such, capital project organizations must understand the changing environment and the factors driving change within their organizations to remain successful in a changing environment and adapt to change. To help the capital projects industry achieve successful organizational change efforts, this paper aims to 1) identify the external factors that are pushing capital project organizations to change and 2) investigate whether these factors impact organizations differently. To achieve the desired objective, a total of 22 PESTEL (political, economic, social, technological, environmental, and legal) factors were identified and validated with a group of 14 subject matter experts and defined via the context of literature. Then, the factors were evaluated via an online survey to understand whether they impact organizations differently based on their age maturity (including contemporary, transitional, and legacy organizations) and type of work (including owners, contractors, and service providers). Findings from this study can provide capital project practitioners and researchers with valuable insights needed to understand the external factors shaping change within the industry.

show abstract

Strategies to Achieve High Adoption of Organizational Change Initiatives within the AEC Industry

Cited by 12 publications

References 74 publications

Challenges in the Integration of E-Procurement Procedures into Construction Supply Chains

Challenges in the Integration of E-Procurement Procedures into Construction Supply Chains

Towards successful organizational change management: New process model identification

Investigation of PESTEL factors driving change in capital project organizations

Contact Info

Product

Resources

About