Social capital, social network and diffusion of BIM practices

Although the construction industry has learned much about better digital practices, less is known about the crux of the process adopting Building Information Modelling (BIM) practices. The standard model of innovation diffusion suggests that people change perceptions about the value of an innovation through time, social system and communication, and these perceptions then drive implementation. However, implementation process can be affected by greater social forces and instrumental actions. In particular, members of a project team share the common fate of the team and affiliate with the common social ties or systems of the team. Thus, they are able to gain access to each others' expertise with a minimum of formality and are more likely to respond to social or organisational pressure to implement an innovation and practice, regardless of their own perceptions of the value of the innovation and practice. In this article, drawing on theory of social capital, the authors propose a conceptual framework for analysing social ties which are embedded in project team and professional networks and which have evolved over time may impact BIM practices. Also the paper offer propositions regarding they key determinants of minimum formal or informal access to expertise and responses to social pressure as manifestations of social capital. As the study is embryonic on the connection between social capital and BIM practices, this concept paper will form the basis for conducting further deliberations aimed at fostering an innovative environment for project team in adopting BIM practices through the lens of social capital.