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.