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• W187744365 abstract "Research indicates, one of the last available ‘mechanisms’ left for organisations to improve their competitive position within an industry, is by considering its people (culture) along with its technology (Schein E. H. 1997). In other words, if one wants to make Architectural, Engineering, and Contractor (AEC) industry organisations, groups and project teams more efficient and effective, then one must better understand the role that culture plays within them. Furthermore, culture inevitably is difficult to change and manage, as it essentially represents the accumulative beliefs, attitudes and values that individuals within an organisation, group or team possess, which must ultimately be changed if the overall culture is to be changed. Leaders of a change process need to realise that most changes within an organisation will usually cause and expect some change in its existing culture and sub-cultures – i.e. change in certain values, attitudes, assumptions, and behaviours, etc. Therefore, having a better understanding of the effects change has on the sub-cultures of an organisation, group or team, will in turn help leaders of a change process better understand the resistance towards the change itself, and provide a more realistic approach on how to manage it. Future development in determining new and improved ways for AEC industry participants to do business through information and communication technology (ICT) tools and systems is dependent on the innovation of the user, not only the technology itself – i.e. the successful implementation of ICT requires careful consideration to the ‘human touch’. The success of technological developments, in terms of uptake and usage, can be improved if the conditions of innovation diffusion within project organisations, parent organisations, and the broader AEC industry are better understood and brought into play. This includes the matching of technological innovation with the perceived needs and preparedness for change on the part of the industry. Supporting its aims and objectives, and as a major deliverable of the recently completed two year industry and government supported CRC for Construction Innovation (CRC CI) 2001-008-C Research Project, this paper provides: Industry Culture: Challenges to the Successful Implementation of Innovative Change A Weippert, SL Kajewski Clients Driving Innovation Conference 2 • A summary of one of its recently completed literature investigation into the unique and ‘deeply embedded’ cultures of today’s AEC and other industry sectors in an attempt to better understand the inherent resistance to change; and • 24 ‘Guiding Principles’ on how today’s AEC industry can achieve and benefit from both a cultural and technological driven change. This paper is not intended as a comprehensive statement of the AEC industry’s need or ability to change its existing culture. Rather, it provides an overview based on a comprehensive literature review of ‘general’ industry organisation experiences, characteristics and cultural attributes towards implementing a cultural and technological driven change. It is also part of an ongoing PhD investigation – identifying and analysing AEC industry organisation and project team member values, attitudes and beliefs, etc. towards change to help develop an AEC industry specific ‘Culture Change Framework’ which addresses the key cultural issues that challenge the adoption of innovative ICT solutions within project teams." @default.
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• W187744365 title "Industry Culture: Challenges to the Successful Implementation of Innovation Change" @default.
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