From intention to action: an organizational learning case of implementing Building Information Modeling

Abstract

Purpose

The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change.

Design/methodology/approach

By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations.

Findings

The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development.

Originality/value

The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.

Citation

Lattuch, F. and Hickey, R.B. (2020), "From intention to action: an organizational learning case of implementing Building Information Modeling", Development and Learning in Organizations, Vol. 34 No. 4, pp. 1-4. https://doi.org/10.1108/DLO-05-2019-0114