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1、原文Technology implementation strategies for construction organizationsHenderson, J R; Ruikar, K1 IntroductionThe construction industry, more so than any other industry, is subject to high degrees of fragmentation （Skibniewski and Nitithamyong, 2004）. This lack of unity has been highlighted by many au

2、thors as a fundamental obstacle to be overcome in order to achieve the successful implementation of new technologies （Anambah and Rucker, 2002; Skibniewski and Nitithamyong, 2004）. It is also said to have led to the construction industry lagging behind other industries in the uptake of new technolog

3、ies （Skibniewski and Nitithamyong, 2004; Marsh and Flanagan, 2002; Anambah and Rucker, 2002）.It is evident that other industries have been able to discover competitive advantage through the absorption of technologies enhancing their processes; however, the extent to which the construction industry i

4、s able to do this, or is willing to do this, appears to be significantly reduced. Nevertheless, environmental factors including the ever increasing globalization of the industry and the fierce economic climate, combined with technological factors such as the progression of technology infrastructures

5、 and applications over the past decade, as well as the growing cultural dependence on technology in everyday activities, has called for a need now, more so than ever, to be proactive in the seeking of new initiatives in order to remain competitive.There has been a tendency in the past to blame the t

6、echnology itself when desired results have not materialized. This, combined with the difficulty of quantifying the impact of technology within the construction industry due to the degree of fragmentation, can be attributed to a slower uptake in new technologies than in other industries. However, the

7、re is evidence that the future of construction is one that embraces technological advances, and therefore the time has come where a strategic adoption of technology is required in order to extract its full potential.Accordingly, this study explores the current strategies of construction organization

8、s in an attempt to identify ineffective or under-performing practices, as well as the drivers and barriers to technology implementation. This is in order to develop recommendations to the industry which achieve a move towards the successful strategic implementation of technologies.2 Methodology outl

9、ineIn order for all issues regarding technology implementation to emerge from this research, a macro-level investigation was undertaken. In addition, to ensure the identification of theindustry-specific factors that influence the success of technology implementation in construction organizations, th

10、e research adopted a two-phase approach, as follows:Semi-structured interview process.The initial literature review phase enabled a broad range of scientific literature to be assessed in order to gain a full understanding of previously discovered issues. These included:Benefits and drivers of inform

11、ation technology （IT）;Reasons that affect the uptake of information technologies in construction organizations; How IT investments are evaluated;Barriers to implementation; Resistance to change（s）;In addition, it also formed the basis for the second phase of research, when semi structured interviews

12、 with industry practitioners were conducted. The semi-structured interviews focused on investigating and ascertaining the key issues identified during the initial review stage. Topics covered in the interview questionnaire reflect this. Broadly, the questionnaire covered aspects of: the decision-mak

13、ing process, implementation process, how and by whom the need for a new initiative is identified and then proposed, how benefits of new IT initiatives are identified and evaluated, how implementation strategies are formulated, what evident implementation barriers there are, and how change is managed

14、.A random sample of large construction companies was approached for interviews. These represented a breadth ofconstruction disciplines, including construction, building services, engineering, building maintenance, and consultancy organizations. Interview participants were identified on the basis of

15、their positions being either senior management level and therefore actively involved with the formulation and implementation of strategic management, or at a level that was directly exposed to the consequences of the strategies implemented. This was recognized as critical, as2 Creswell （1994） states that when selecting participants for sampling, it is essential that all participants experience the phenomenon being studied. An overview of the participants background and their organizations disciplines are presented in Table IAll interviewees were sent a predefi