5.0 CONCLUSION AND FURTHER STUDIES
This study examined the culture and structure that could enhance BIM adoption for transformation of the construction industry. The results revealed a general agreement on the variables as measures of cultural orientations and strategic capability. However, there was no significant relationship between the present orientation, that is the culture and the transformation drive or between the strategy and the digitilisation requirements. The awareness is low for some firms but medium for more than 50 percent of the firms. Consequently, a model of digital transformation could not be developed based on the existing culture and strategy. The study has just been able to establish that the awareness and adoption of BIM as a tool for transformation depend partly on the firm’s leadership and partly on the client and the prevailing construction environment.
Based on this, the firms need to harmonise culture with strategy. For instance, the strategy adoption in communication, interaction and collaboration should be enhanced more digitally. While specific variables of production management; workforce development; innovation, learning and knowledge management; information /communication technology; task /goal accomplishment; conflicts and disputes resolution are significant, the case is different for client service orientation as well external/environmental orientation. The near 89 percent contribution that is deficient in the model prediction could be partly from clients’ and environmental orientations. BIM as advancement on 2D and Autocard requires newer skills and a cultural change, a situation in which the environment or the client is not supportive will not yield the necessary result. There is a need therefore for joint awareness on importance as well as the provision of training for all and sundry on the need to adopt BIM while the government and other relevant bodies make provisions to cushion the effect of the cost-inherent in the transition journey.