This paper examines the adoption of object-based modeling software across design and construction team members during project delivery. Drawing on insights from sociology, management theory and innovation studies the paper investigates changes surrounding technology adoption and subsequent management-based innovation. Using empirical data from a case study, analysis focuses on adoption of software, the evolution of new digital and social networks and subsequent innovations in management. The paper has three main contributions. First, it identifies related literature and examines change processes surrounding software adoption and the management innovations that are triggered. Second it explores rigidities in existing routines that challenge adoption and deployment, highlighting innovations that reconcile change conflicts. Third, it shows how the concept of management innovation in construction is valuable to an understanding IT adoption processes.
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