Can BIM enhance trust in Client Consultant Relationship

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

This research examined the relationship between the client and the construction industry consultant and found that a measure of the success of this relationship was the level of client satisfaction with the consultants overall performance. A critical review of consultants’ performance found that clients were dissatisfied with the consultants’ performance, which was also found to have detrimental effect on the overall performance of the project. Therefore, project performance can be enhanced with the selection of an appropriate consultant. A review of related literature further shows that trust was found to enhance client consultant collaborative relationships, through acts of commitment, team working and effective communication, all of which contribute to the success of the project. Additionally trust can facilitate collaboration in the relationship by enhancing the selection process. There is a growing necessity to examine the impact of BIM on relationship management aspects pertaining to project success. In relationship management, BIM has a role to play in assisting clients to communicate effectively, timely and concisely and can result in the reduction of design risk. Furthermore BIM is of primary importance for successful design collaboration. Whilst an abundance of literature already identifying that BIM can deliver improved performance, there is a lack of literature on how BIM can enhance competence based trust in client consultant relationships, and therefore the project success. This paper presents a comprehensive review on the attributes of competence based trust and the role of BIM in supporting these attributes. The research methodology for this paper, adopted a electronic client survey. The survey was designed to elicit information from clients on the importance of competence based trust in consultant service. The findings of the client survey identified that clients ranked expert knowledge, communication and cooperation as key attributes of competence based trust in client consultant relationships. These attributes can be supported through the adoption and integration of BIM. Furthermore this research concluded that BIM can enhance the client consultant relationship and improve project success. These findings may ultimately accelerate the uptake of BIM.
LanguageEnglish
Title of host publicationUnknown Host Publication
Pages39-46
Volume1
Publication statusPublished - 12 Nov 2015

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Consultants
Project success
Communication
Relationship management
Team working
Construction industry
Client satisfaction
Selection process
Expert knowledge
Project performance
Collaborative relationships

Keywords

  • Collaboration
  • Client
  • Consultant and Trust

Cite this

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title = "Can BIM enhance trust in Client Consultant Relationship",
abstract = "This research examined the relationship between the client and the construction industry consultant and found that a measure of the success of this relationship was the level of client satisfaction with the consultants overall performance. A critical review of consultants’ performance found that clients were dissatisfied with the consultants’ performance, which was also found to have detrimental effect on the overall performance of the project. Therefore, project performance can be enhanced with the selection of an appropriate consultant. A review of related literature further shows that trust was found to enhance client consultant collaborative relationships, through acts of commitment, team working and effective communication, all of which contribute to the success of the project. Additionally trust can facilitate collaboration in the relationship by enhancing the selection process. There is a growing necessity to examine the impact of BIM on relationship management aspects pertaining to project success. In relationship management, BIM has a role to play in assisting clients to communicate effectively, timely and concisely and can result in the reduction of design risk. Furthermore BIM is of primary importance for successful design collaboration. Whilst an abundance of literature already identifying that BIM can deliver improved performance, there is a lack of literature on how BIM can enhance competence based trust in client consultant relationships, and therefore the project success. This paper presents a comprehensive review on the attributes of competence based trust and the role of BIM in supporting these attributes. The research methodology for this paper, adopted a electronic client survey. The survey was designed to elicit information from clients on the importance of competence based trust in consultant service. The findings of the client survey identified that clients ranked expert knowledge, communication and cooperation as key attributes of competence based trust in client consultant relationships. These attributes can be supported through the adoption and integration of BIM. Furthermore this research concluded that BIM can enhance the client consultant relationship and improve project success. These findings may ultimately accelerate the uptake of BIM.",
keywords = "Collaboration, Client, Consultant and Trust",
author = "Sharon McClements and Gervase Cunningham and Mark McKane",
note = "Reference text: REFERENCES 1. Atkinson S. and Butcher, D., (2003), “Trust in Managerial Relationships”, Journal of Managerial Psychology, 2003. Vol. 18 Issue 4, Pages 282-304. 2. Brenkert, G. (1998). “Trust, Business and Business Ethics: An Introduction.” Busi-ness Ethics Quarterly Vol 8 Issue 2 Pages 195-203. 3. Boyd, D., Chinyio, E. (2006), “Understanding the Construction Client”, Oxford, Blackwell Publishing, 4. Cidik M S, Boyd D and Thurairajah N (2013) Understanding the polarized perspectives in BIM enabled projects. In: Smith, S D (Ed.) and Ahiaga-Dagbui, D D (Ed.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management., 703–713. 5. Eastman, C., Teicholz, P., Sacks, R. and Liston, K. (2011) “BIM Handbook: A guide to building information modelling for owners, managers, designers, engi-neers and contractors” Hoboken:Wiley. 6. Elmualim, A., and Gilder, J. (2014). BIM: innovation in design management influence and challenges of implementation. Architectural Engineering and Design Management, Vol. 10, Iss. 34, pages 183-199. 7. Eisenhardt, K. (1989). Agency Theory: An assessment and review’, The Acade-my of Management Review, Vol. 14, Is-sue 1 Pages 57-74. 8. Gabarro J.J., (1978). ‘The development of trust, influence and expectations’. In A.G. Athos, and J.J. Gabarro (Ed’s), ‘In-terpersonal behaviours: Communication and understanding in relationships’, London, Prentice-Hall, (pp. 290- 303), 9. Gundlach, G.T. and Murphy, P.E. (1993). ‘Ethical and legal foundations of rela-tional marketing exchanges’. Journal of marketing, Vol 57, Issue 4, Pages 35-46. 10. Hardin, B. (2009).BIM and Construction Management: Proven Tools, Methods, and Workflows: Sybex 11. Harvey R, Bahgat T, Gerber D, Kotronis J and Pysh D (2009) “BIM as a Risk Management-Platform Enabling Integrated Practice and Delivery”, Journal of Building Infor-mation Modelling Fall 2009, 15 12. Hassan, M. and Semercioz, H (2010), ‘Trust in personal and Impersonal forms , its antecedents and consequences: A conceptual analysis within organisa-tional context’. International Journal of Management & Information Systems, Volume 14, pages 67-78 13. Jensen, M. and Meckling, W. (1976). Theory of the firm: managerial behaviour, agency costs, and ownership structure. Journal of Financial Economics, Vol. 3 Pages 305-360 14. Higgins, G. and Jessop, N, (1965). Com-munication in the Building Industry. London, Tailstock Institute, 1965. 15. Higgins, G. and Jessop, N. (1966). Inter-dependence and Uncertainty. London, Tavistock Institute, 1966. 16. Johansson, P, Linderoth, H C J and Granth, K (2014) The role of bim in preventing design errors. In: Raiden, A (Ed.) and Aboagye-Nimo, E (Ed.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 703–12. 17. Ling, Y.Y. (2002). “Model for predicting Performance of Architects and Engi-neers”. Construction Engineering and Management, volume 128, Issue 5, pp.446-455. 18. Lu W, Zhang D and Rowlinson S (2013) BIM collaboration: a conceptual model and its characteristics. In: Smith, S D (Ed.) and Ahiaga-Dagbui, D D (Ed.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management., 25–34. 19. Magione, T.W., (1995) Mail surveys, improving the quality, Thousand Oaks, Sage 20. Mathews, M. (2013). BIM collaboration in student architectural technologist learning, Architectural Engineering Institute, 2013. 21. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995).” An integrative model of or-ganisational trust”, Academy of Manage-ment Review, 20, 709–734. 22. Misztal, B. A. (1996). Trust in Modern Societies, Cambridge: Polity Press. 23. O.G.C., (2003), “Procurement Guidance No. 3 Appointment of Consultants and Contractors”, London, H.M.S.O. 24. Pinto, J. K., Slevin, D. P., & English, B. (2008). Trust in projects: An empirical as-sessment of owner/contractor relation-ships. International Journal of Project Management, 10.1016(1-11) 25. Rousseau, D.M., Sitkin, S.B., Burt, R.S., and Camerer, C. (1998), “Not so different after all: a cross discipline view of trust”. Academy of Management review, Vol. 23 Pages 393-404. 26. Rowlinson, S. and McDermott, P., (1999). “Procurement systems - a guide to best practice in construction”, London, E& FN Spon. 27. Sahay, B.S. (2003),” Understanding trust in supply chain relationships”, Journal of Industrial Management & Data Sys-tems, Volume: 103 Number: 8 Pages: 553 – 563 28. Svensson, G. (2004) “A customized construct of sequential service quality in service encounter chains: time, context and performance threshold”, Managing Service Quality, Volume 4, Issue 6, Pages 468 –475 29. Walker, A. (2007). “Project Management in Construction” (Fifth Ed.), Oxford, Blackwell Publishing. 30. Wood, G. & McDermott, P. (1999) “Searching for Trust in the UK Construc-tion Industry: An Interim View”, CIB",
year = "2015",
month = "11",
day = "12",
language = "English",
volume = "1",
pages = "39--46",
booktitle = "Unknown Host Publication",

}

Can BIM enhance trust in Client Consultant Relationship. / McClements, Sharon; Cunningham, Gervase; McKane, Mark.

Unknown Host Publication. Vol. 1 2015. p. 39-46.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

TY - GEN

T1 - Can BIM enhance trust in Client Consultant Relationship

AU - McClements, Sharon

AU - Cunningham, Gervase

AU - McKane, Mark

N1 - Reference text: REFERENCES 1. Atkinson S. and Butcher, D., (2003), “Trust in Managerial Relationships”, Journal of Managerial Psychology, 2003. Vol. 18 Issue 4, Pages 282-304. 2. Brenkert, G. (1998). “Trust, Business and Business Ethics: An Introduction.” Busi-ness Ethics Quarterly Vol 8 Issue 2 Pages 195-203. 3. Boyd, D., Chinyio, E. (2006), “Understanding the Construction Client”, Oxford, Blackwell Publishing, 4. Cidik M S, Boyd D and Thurairajah N (2013) Understanding the polarized perspectives in BIM enabled projects. In: Smith, S D (Ed.) and Ahiaga-Dagbui, D D (Ed.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management., 703–713. 5. Eastman, C., Teicholz, P., Sacks, R. and Liston, K. (2011) “BIM Handbook: A guide to building information modelling for owners, managers, designers, engi-neers and contractors” Hoboken:Wiley. 6. Elmualim, A., and Gilder, J. (2014). BIM: innovation in design management influence and challenges of implementation. Architectural Engineering and Design Management, Vol. 10, Iss. 34, pages 183-199. 7. Eisenhardt, K. (1989). Agency Theory: An assessment and review’, The Acade-my of Management Review, Vol. 14, Is-sue 1 Pages 57-74. 8. Gabarro J.J., (1978). ‘The development of trust, influence and expectations’. In A.G. Athos, and J.J. Gabarro (Ed’s), ‘In-terpersonal behaviours: Communication and understanding in relationships’, London, Prentice-Hall, (pp. 290- 303), 9. Gundlach, G.T. and Murphy, P.E. (1993). ‘Ethical and legal foundations of rela-tional marketing exchanges’. Journal of marketing, Vol 57, Issue 4, Pages 35-46. 10. Hardin, B. (2009).BIM and Construction Management: Proven Tools, Methods, and Workflows: Sybex 11. Harvey R, Bahgat T, Gerber D, Kotronis J and Pysh D (2009) “BIM as a Risk Management-Platform Enabling Integrated Practice and Delivery”, Journal of Building Infor-mation Modelling Fall 2009, 15 12. Hassan, M. and Semercioz, H (2010), ‘Trust in personal and Impersonal forms , its antecedents and consequences: A conceptual analysis within organisa-tional context’. International Journal of Management & Information Systems, Volume 14, pages 67-78 13. Jensen, M. and Meckling, W. (1976). Theory of the firm: managerial behaviour, agency costs, and ownership structure. Journal of Financial Economics, Vol. 3 Pages 305-360 14. Higgins, G. and Jessop, N, (1965). Com-munication in the Building Industry. London, Tailstock Institute, 1965. 15. Higgins, G. and Jessop, N. (1966). Inter-dependence and Uncertainty. London, Tavistock Institute, 1966. 16. Johansson, P, Linderoth, H C J and Granth, K (2014) The role of bim in preventing design errors. In: Raiden, A (Ed.) and Aboagye-Nimo, E (Ed.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 703–12. 17. Ling, Y.Y. (2002). “Model for predicting Performance of Architects and Engi-neers”. Construction Engineering and Management, volume 128, Issue 5, pp.446-455. 18. Lu W, Zhang D and Rowlinson S (2013) BIM collaboration: a conceptual model and its characteristics. In: Smith, S D (Ed.) and Ahiaga-Dagbui, D D (Ed.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management., 25–34. 19. Magione, T.W., (1995) Mail surveys, improving the quality, Thousand Oaks, Sage 20. Mathews, M. (2013). BIM collaboration in student architectural technologist learning, Architectural Engineering Institute, 2013. 21. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995).” An integrative model of or-ganisational trust”, Academy of Manage-ment Review, 20, 709–734. 22. Misztal, B. A. (1996). Trust in Modern Societies, Cambridge: Polity Press. 23. O.G.C., (2003), “Procurement Guidance No. 3 Appointment of Consultants and Contractors”, London, H.M.S.O. 24. Pinto, J. K., Slevin, D. P., & English, B. (2008). Trust in projects: An empirical as-sessment of owner/contractor relation-ships. International Journal of Project Management, 10.1016(1-11) 25. Rousseau, D.M., Sitkin, S.B., Burt, R.S., and Camerer, C. (1998), “Not so different after all: a cross discipline view of trust”. Academy of Management review, Vol. 23 Pages 393-404. 26. Rowlinson, S. and McDermott, P., (1999). “Procurement systems - a guide to best practice in construction”, London, E& FN Spon. 27. Sahay, B.S. (2003),” Understanding trust in supply chain relationships”, Journal of Industrial Management & Data Sys-tems, Volume: 103 Number: 8 Pages: 553 – 563 28. Svensson, G. (2004) “A customized construct of sequential service quality in service encounter chains: time, context and performance threshold”, Managing Service Quality, Volume 4, Issue 6, Pages 468 –475 29. Walker, A. (2007). “Project Management in Construction” (Fifth Ed.), Oxford, Blackwell Publishing. 30. Wood, G. & McDermott, P. (1999) “Searching for Trust in the UK Construc-tion Industry: An Interim View”, CIB

PY - 2015/11/12

Y1 - 2015/11/12

N2 - This research examined the relationship between the client and the construction industry consultant and found that a measure of the success of this relationship was the level of client satisfaction with the consultants overall performance. A critical review of consultants’ performance found that clients were dissatisfied with the consultants’ performance, which was also found to have detrimental effect on the overall performance of the project. Therefore, project performance can be enhanced with the selection of an appropriate consultant. A review of related literature further shows that trust was found to enhance client consultant collaborative relationships, through acts of commitment, team working and effective communication, all of which contribute to the success of the project. Additionally trust can facilitate collaboration in the relationship by enhancing the selection process. There is a growing necessity to examine the impact of BIM on relationship management aspects pertaining to project success. In relationship management, BIM has a role to play in assisting clients to communicate effectively, timely and concisely and can result in the reduction of design risk. Furthermore BIM is of primary importance for successful design collaboration. Whilst an abundance of literature already identifying that BIM can deliver improved performance, there is a lack of literature on how BIM can enhance competence based trust in client consultant relationships, and therefore the project success. This paper presents a comprehensive review on the attributes of competence based trust and the role of BIM in supporting these attributes. The research methodology for this paper, adopted a electronic client survey. The survey was designed to elicit information from clients on the importance of competence based trust in consultant service. The findings of the client survey identified that clients ranked expert knowledge, communication and cooperation as key attributes of competence based trust in client consultant relationships. These attributes can be supported through the adoption and integration of BIM. Furthermore this research concluded that BIM can enhance the client consultant relationship and improve project success. These findings may ultimately accelerate the uptake of BIM.

AB - This research examined the relationship between the client and the construction industry consultant and found that a measure of the success of this relationship was the level of client satisfaction with the consultants overall performance. A critical review of consultants’ performance found that clients were dissatisfied with the consultants’ performance, which was also found to have detrimental effect on the overall performance of the project. Therefore, project performance can be enhanced with the selection of an appropriate consultant. A review of related literature further shows that trust was found to enhance client consultant collaborative relationships, through acts of commitment, team working and effective communication, all of which contribute to the success of the project. Additionally trust can facilitate collaboration in the relationship by enhancing the selection process. There is a growing necessity to examine the impact of BIM on relationship management aspects pertaining to project success. In relationship management, BIM has a role to play in assisting clients to communicate effectively, timely and concisely and can result in the reduction of design risk. Furthermore BIM is of primary importance for successful design collaboration. Whilst an abundance of literature already identifying that BIM can deliver improved performance, there is a lack of literature on how BIM can enhance competence based trust in client consultant relationships, and therefore the project success. This paper presents a comprehensive review on the attributes of competence based trust and the role of BIM in supporting these attributes. The research methodology for this paper, adopted a electronic client survey. The survey was designed to elicit information from clients on the importance of competence based trust in consultant service. The findings of the client survey identified that clients ranked expert knowledge, communication and cooperation as key attributes of competence based trust in client consultant relationships. These attributes can be supported through the adoption and integration of BIM. Furthermore this research concluded that BIM can enhance the client consultant relationship and improve project success. These findings may ultimately accelerate the uptake of BIM.

KW - Collaboration

KW - Client

KW - Consultant and Trust

M3 - Conference contribution

VL - 1

SP - 39

EP - 46

BT - Unknown Host Publication

ER -