營建企業的BIM技術導入模型的 經驗性發展方法之研究

An Empirical Approach for Development of BIM Adoption Model for AEC Firms

陳莫尼(Mom, Mony)

指導教授 ： 謝尚賢

國立臺灣大學/工學院/土木工程學研究所/博士(2013年)

https://doi.org/10.6342/NTU.2013.00006

摘要

無資料

關鍵字

建築資訊塑模(BIM) ； BIM導入模型 ； BIM價值 ； BIM績效評估架構 ； 關鍵成功因子 ； 台灣營建產業

並列摘要

While many existing studies on Building Information Modeling (BIM) have focused on technological interoperability, only a few have been dedicated to studying the impacts of adopting BIM technology on business interoperability. There is no clear approach on how to adopt BIM technology at a corporate level. This studyaims to explore and develop a model forassessing the adoption of BIM technology by architecture, engineering, and construction (AEC) firms at an organizational level.
Successful adoption of new technologies in a firm requires the management to perceive their benefits and the users at that firm to accept them. Although the technology acceptance model (TAM) and the electronic data interchange (EDI) model have been widely employed in the field of information and communication technology (ICT) to assess the adoption of ICT, they havebeen rarely applied in the field of construction, in which BIM technology is an ICT-related technology. In this study, the TAM and EDI model are adopted as foundations for a BIM adoption model.
With each firm possessing its own unique business characteristics, the study necessarily exploresBIM adoption with a broad view within the AEC industry. An empirical approach is proposed for developing a BIM adoption model,via a questionnaire survey. The approach possesses three main steps: objectives (the identification of influencing factors and the establishment of a conceptual framework), the development of Critical Success Factors (CSF) (for data collection and analysis), and the development of a model (the establishment of a hypothesized framework and model development). The model developed in this research comprises eight performance criteria under the ‘BIM organization’ and ‘BIM unit’ components, and two performance outcomes under the ‘BIM value’ component. The BIM organization component represents organizational factors: organizational strategies, leadership, readiness, and capabilities and resources. The BIM unit represents project factors: BIM application, tools, processes, and business model. The BIM value represents the value chain generated from BIM technology deployed in a construction business. It consists of two CSFs: competitive advantage and perceived risks. The application of the model is to assist AEC firms in assessing where their strengths and weaknesses lie with regards to their performance in BIM adoption, which is represented by a map of path coefficients.
Some 123 influencing factors were compiled from a literature review and domain experts, each concerning issues in BIM adoption (both benefits and barriers). These factors were categorized into three types: decision-making, technology-implementing, and a combination of both used to establish the conceptual framework of BIM adoption in order to facilitate the data survey. Four statistical techniques were employed to derive CSFs: ranking analysis, factor analysis, correlation analysis, and reliability tests analysis. After conducting and analyzing a data survey of Taiwan’s AEC industry, 58 CSFs were found to underlie the BIM adoption model. Of that two CSFs found to be the most import: ‘support from top management’ and ‘functionality’ of BIM tools.Multiple regression analysis was employed to test the hypotheses of the BIM adoption model. Resultsshow that BIM technology enables firms to gain a ‘competitive advantage’ through ‘organizational strategies’, while they resist it due to ‘risks associated with the BIM process’.‘Organizational readiness’ articulates the ‘strategies’ and ‘BIM process’, and drives the ‘BIM tool’. The ‘strategies’ drive ‘organizational leadership’, ‘organizational capabilities and resources’, and the ‘BIM business model’. The ‘BIM process’ drives ‘BIM application’ and reduces ‘BIM-based project risks’. Based on the model developed, the study also discussed a holistic BIM performance assessment framework (BIMPA) as an integral model for attempting further research and development.
In summary, for successful BIM adoption, AEC firms (in Taiwan) should focus on the ‘BIM process’, ‘organizational readiness’, and ‘organizational strategies’. Two CSFs play crucial rolesin the adoption of BIM: ‘support from top management’ and the ‘functionality’ of BIM tools. Although this study was limited by a small number of participants from the architecture sector, the findings provide insight into a successful BIM adoption process and are likely to reflect the current emerging state of BIM adoption by the AEC sector in Taiwan.They are also a foundation for further research and development of the integral model.

並列關鍵字

Building Information Modeling (BIM) ； BIM adoption model ； BIM value ； BIM performance assessment framework ； Critical Success Factors ； Taiwan AEC industry

參考文獻

AGC BIM Guide (2006).The contractors’ guide to BIM, The Associated General Contractors of America (AGC), USA, (last accessed on April, 2011):http://www.agcnebuilders.com/ documents/BIMGuide.pdf.

Andresen J., Balwin A., Betts M., Carter C., Hamilton A., Stokes E., and Thorpe T. (2000). A framework for measuring IT innovation benefits, Journal of Information Technology in Construction, 5, 57-72.

Arayici Y., Coates P., Koskela L., Kagioglou M., Usher C., and O’Reilly K. (2011). Technology adoption in the BIM implementation for lean architecture practice, Automation in Construction, 20 (2), 189-195.

Azhar, S. (2011).Building information modeling (BIM): trend, benefits, risks, and challenges for the AEC industry, Leadership and Management in Engineering, July 2011, 241-252.

Barney, J. (1991). Firm resources and sustainable competitive advantage, Journal of Management, 17(1), 99-120.