ORGANIZATIONAL CHANGE MANAGEMENT WHEN ADOPTING BUILDING INFORMATION MODELING IN QUANTITY SURVEYING FIRMS IN SINGAPORE

Abstract

In line with the new government regulation, Building Information Modelling (BIM) has been made mandatory by 2013. This would require organization to undergo a series of changes in technology to keep up with the new technology trend. The aim of this study is to explore the various models and approaches to Organization Change Management (OCM) which can be applied by Quantity Surveying firms (QS firms) to implement BIM successfully. Models discussed are the Lewin change model in understanding the fundamental aspects of changes, Bridge and Kubler-Rose change model to explain the different types of emotion during the change process and Kotter’s eight steps model in implementing changes. Also, resistance factors encountered by the Quantity Surveyors (QS) are discussed. The research method is a questionnaire-based survey and it was chosen to obtain primary data by using random sampling of potential respondents, and administration through electronic mails. A total of 30 responses were received from the QS. The data were analysed with a one sample t-test and Pearson correlations. Interviews were conducted with four QS to understand their views in having a systematic approach, considering emotion and identifying resistance factors. The results of the interview were used to further support the findings from the survey. The results showed that QS find all the factors contributing to Kotter‘s eight steps model, considering emotion and identifying resistance factors to be significant in adopting BIM successfully. Correlation between years in the industry and readiness, having gone through technology change and readiness, change manager and success rate of implementing new technology and lastly integrating Kotter model can lead to a successful change were identified. A Building Information Management Organization Change Management (BIMOCM) framework is proposed to facilitate the technological transformation to achieve successful organization change management for the QS firms. One of the limitations in this study is that it only looks into Kotter’s eight steps model for implementing change. Further research could be undertaken to find out the limitations of the model. Furthermore, due to a low response rate, the results cannot be considered as representing the perspective of all the QS. Also, perspective from other professions involved in the BIM adoption can be explored.