ABSTRACT
In an attempt to enhance the efficiency, productivity and competitiveness of today’s AEC industry, and to meet the objectives of this PhD research undertaking, this paper discusses the current status of an ongoing and in-depth investigation in developing a sustainable AEC industry specific best-practice ‘Innovation-driven Change Framework’ that comprises of six key, interconnected and interdependent dynamics that the authors believe are to be considered when any form of change or new way of ‘doing things’ is proposed within an organisation or project team environment (Fig. 1)—i.e. a framework that can (a) strategically be employed within AEC industry project-based organisations, business plans and project team environments to help determine their current levels of ‘readiness’ and ‘adaptability’ towards the sustainable implementation, leadership and management of an innovation-driven change initiative; (b) provide AEC industry leaders with a set of best practice guidelines that can assist in identifying, assessing and potentially overcoming the ‘deeply embedded’ cultural and sub-cultural ‘threats’ that challenge the successful uptake of a innovation-driven change initiative, whilst simultaneously recognising efficient and value-adding ways on how to ‘embrace’ the myriad of potential ‘opportunities’ a new way of ‘doing things’ may offer-i.e. by looking at organisation and team member values, attitudes, perceptions and beliefs, etc. towards the implementation of an innovation-driven change initiative; and (c) assist
change leaders in identifying and quantifying the need, expectations, preparedness, willingness, and sustainability of accurately ‘matching’ the implementation of an innovation-driven change initiative with that of the uniquely interwoven and profoundly entrenched cultures and sub-cultures within AEC industry organisations, groups and project team environments.
