A perception‐influence model for the management of technology implementation in construction

Abstract

Purpose

The purpose of this paper is to propose a model based on participant perceptions and the resulting influences on the outcome of a technology implementation in construction projects. This paper outlines the conception and development of the model.

Design/methodology/approach

A qualitative methodology combines implementation theory with the empirical data to conceive the model. Data are collected by an immersed researcher employing a participant‐observation technique.

Findings

This perception‐influence (P‐I) model suggests that negative perceptions of value, benefit and usability cause innovation implementations to be ineffective with an end result of discontinued use or neglect. The model maps an innovation implementation through using participant perceptions as the primary model constructs. In the model, each perception is formed by a number of contributing factors and has only a positive or negative associated action.

Practical implications

The P‐I model is a planning and evaluation tool that is useful for technology managers at any stage of an innovation implementation.

Originality/value

The paper puts forward a new perspective for implementation research in construction.

Citation

Miller, A., Radcliffe, D. and Isokangas, E. (2009), "A perception‐influence model for the management of technology implementation in construction", Construction Innovation, Vol. 9 No. 2, pp. 168-183. https://doi.org/10.1108/14714170910950812