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contributor authorSerdar Kale
contributor authorDavid Arditi
date accessioned2017-05-08T20:40:28Z
date available2017-05-08T20:40:28Z
date copyrightOctober 2005
date issued2005
identifier other%28asce%290733-9364%282005%29131%3A10%281135%29.pdf
identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/23120
description abstractComputer aided design (CAD) technology is one of the most influential information technology (IT) innovations of the last four decades. This paper studies the factors that influence the spread of this important IT innovation in the context of the Turkish architectural design practice. It builds on the innovation diffusion theory which proposes that internal (i.e., copying behaviors of others) and external influence (i.e., complying with clients’ requirements, changes in government regulations, demand conditions, and consulting firms’ suggestions) factors drive diffusion of an innovation. The paper empirically tests the propositions of innovation diffusion theory by using three mathematical models: The internal influence model, the external influence model, and the mixed influence model. Research findings point out that the mixed influence model has the highest exploratory power. They show that the diffusion of CAD technology in architectural design practice is primarily driven by internal rather than external influence factors. This study is of importance to researchers because this is the first application of the influence models to the study of the diffusion of CAD technology in architectural design practice. It is also of relevance to design practitioners since the findings should provide a useful guide in their decision to adopt or not to adopt CAD technology.
publisherAmerican Society of Civil Engineers
titleDiffusion of Computer Aided Design Technology in Architectural Design Practice
typeJournal Paper
journal volume131
journal issue10
journal titleJournal of Construction Engineering and Management
identifier doi10.1061/(ASCE)0733-9364(2005)131:10(1135)
treeJournal of Construction Engineering and Management:;2005:;Volume ( 131 ):;issue: 010
contenttypeFulltext


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