Although emerging technologies offer the construction industry many opportunities
for IT-enabled collaboration environments, the companies adopting these
technologies usually fail. in achieving the full benefits from their implementations.
The reason for this is found as focusing too much on the technical factors and
ignoring or underestimating the factors related to change, implementation, human and
organizational factors, and the roles of the management and end-users. Each new
information technology implementation involves some change for the organization
and the employees, and is therefore a source of resistance and confusion unless
special attention is paid to managing this change.
This research aims to find how to introduce collaboration environments to
construction organizations and how to manage the changes required in order to obtain
the full benefits from their implementation. In order to achieve this aim, the
theoretical concepts and previous work on collaboration environment
implementations in construction industry, and change management with a focus on
organizational change management are reviewed. The perspective of the construction
organizations on the implementation of collaboration environments are investigated
conducting case studies. Based on the findings from the literature review and the case
studies, an organizational change management framework is developed for
implementing collaboration environments. A computer based prototype is also
developed in order to automate the framework. The framework and the prototype are
evaluated by the industry professionals.
A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University.