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    Understanding and Managing Three-Dimensional/ Four-Dimensional Model Implementations at the Project Team Level

    Source: Journal of Construction Engineering and Management:;2010:;Volume ( 136 ):;issue: 007
    Author:
    Timo Hartmann
    ,
    Raymond E. Levitt
    DOI: 10.1061/(ASCE)CO.1943-7862.0000174
    Publisher: American Society of Civil Engineers
    Abstract: This paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which project managers decide to implement new technologies on their projects according to the outcomes of these sense-making processes. The paper validates the model against observations gathered in four case studies of technology implementation on construction projects. Doing so, it assesses the general usefulness of the model to explain the success of technology implementation dynamics in project teams. The paper also derives a number of management suggestions from the model: for example, project managers should focus squarely on the immediate benefits of the technology in improving work processes on the project instead of focusing on long-term strategic firm or industry benefits.
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      Understanding and Managing Three-Dimensional/ Four-Dimensional Model Implementations at the Project Team Level

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    http://yetl.yabesh.ir/yetl1/handle/yetl/58325
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    contributor authorTimo Hartmann
    contributor authorRaymond E. Levitt
    date accessioned2017-05-08T21:39:06Z
    date available2017-05-08T21:39:06Z
    date copyrightJuly 2010
    date issued2010
    identifier other%28asce%29co%2E1943-7862%2E0000180.pdf
    identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/58325
    description abstractThis paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which project managers decide to implement new technologies on their projects according to the outcomes of these sense-making processes. The paper validates the model against observations gathered in four case studies of technology implementation on construction projects. Doing so, it assesses the general usefulness of the model to explain the success of technology implementation dynamics in project teams. The paper also derives a number of management suggestions from the model: for example, project managers should focus squarely on the immediate benefits of the technology in improving work processes on the project instead of focusing on long-term strategic firm or industry benefits.
    publisherAmerican Society of Civil Engineers
    titleUnderstanding and Managing Three-Dimensional/ Four-Dimensional Model Implementations at the Project Team Level
    typeJournal Paper
    journal volume136
    journal issue7
    journal titleJournal of Construction Engineering and Management
    identifier doi10.1061/(ASCE)CO.1943-7862.0000174
    treeJournal of Construction Engineering and Management:;2010:;Volume ( 136 ):;issue: 007
    contenttypeFulltext
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