Aldossari, K M; Lines, B C; Smithwick, J B; Hurtado, K C and Sullivan, K T (2021) Best practices of organizational change for adopting alternative project delivery methods in the AEC industry. Engineering, Construction and Architectural Management, 28(4), pp. 1060-1082. ISSN 0969-9988
Abstract
Purpose: Although numerous studies have examined alternative project delivery methods (APDMs), most of these studies have focused on the relationship between these methods and improved project performance. Limited research identifies how to successfully add these methods within architectural, engineering and construction (AEC) organizations. The purpose of this paper is to identifying organizational change management (OCM) practices that, when effectively executed, lead to increased success rates of adopting APDMs in owner AEC organizations. Design/methodology/approach: Seven OCM practices were identified through a comprehensive literature review. Then, through a survey of 140 individuals at 98 AEC organizations, the relationships between OCM practices and organizational adoption of APDMs were established. Findings: The findings indicate that OCM practices with the strongest relationship to successful APDM adoption are realistic timeframe, effective change agents, workloads adjustments, senior-leadership commitment and sufficient change-related training. Practical implications: Adopting APDMs can be extremely difficult and requires significant organizational change efforts to ensure the change is a success. Organizations that are implementing APDMs for the first time should consider applying the OCM practices that this study identifies as most related to successful APDM adoption. Originality/value: This study contributes to the existing body of knowledge by identifying the OCM practices that are most significantly associated with successfully adopting APDMs.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | AEC owner organization; change management practices; organizational change |
| Index terms: | literature review, change management, commitment, workload, survey, organizational change, agent, body of knowledge, methodology, owner, project delivery, best practice, project performance |
| Subjects: | data collection methods, business, practitioner, psychology, knowledge management, data analysis and analytics, project delivery, management, research methods, project management theory and practice, sociology |
| Topics: | Procurement, Roles and Professions, Stakeholder Management, Research Practice, Project Management, Information Management, Business Strategy, Organizational Design, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here