Purpose: The purpose of this paper is to present a modified model for collaboration in BIM-based construction networks (BbCNs). Though BIM is increasingly adopted and implemented across the construction industry, the problems associated with the lack of collaboration among teams in BbCNs remain a major hindrance to reaping the full potential of BIM. Previous studies have been conceptual in nature. This paper, therefore, attempts to modify and validate existing conceptual models that describe collaboration in BbCNs. Design/methodology/approach: To modify the conceptual model for collaboration in BbCNs, qualitative data through semi-structured interviews with BIM experts in the industry were collected and analysed using qualitative methods including the use of NVivo software. Findings: The proposed model includes influential factors and their sub-factors to collaboration in BbCNs, as well as considering their indicators. Findings reveal that several overlooked concepts, particularly unfavourable BIM contractual arrangements, act as the root causes of the unwillingness of team members in BbCNs to engage in collaborative efforts. Research limitations/implications: The study's findings must be viewed in light of several limitations. First, the interviewees in this study were based in Australia hence their perceptions of BIM collaboration are reflective of the sociotechnical setting of BIM-enabled projects in this country. Also, the findings are based on the perception of experts in the field, rather than analysis of performance measures or quantitative assessment of associations among collaboration outcomes and various factors. This, however, provides the field with fertile grounds for future research. Practical implications: The study benefits researchers by shifting the collaboration discourse in BIM-enabled projects from technology-related issues to the people and contractual-related domains. Moreover, the developed qualitative model provides industry professionals with a point of reference to improve collaboration on BIM-enabled projects. Social implications: The study benefits researchers by shifting the collaboration discourse in BIM-enabled projects from technology-related issues to the people and contractual-related domains. Moreover, the developed qualitative model provides industry professionals with a point of reference to improve collaboration on BIM-enabled projects. Originality/value: Arguments provided in this study highlight the necessity of considering the contractual arrangement of BIM-related projects and foster the willingness of team members to collaborate. This can be addressed using clear and comprehensive BIM execution plans and clearly explaining the role of BIM managers in the process.

A BIM-enabled Construction Project (BIMCP) refers to a project involving relevant BIM tools to generate, exchange and manage project data between project participants. Success in delivering BIMCPs largely relies on how effective project members collaborate. As a result, collaboration on BIMCP has become a growing field of research while a review of studies on collaboration on BIMCPs is still missing. To address this gap, this paper presents the findings of a systematic review on studies devoted to collaboration on BIMCPs over the past 10 years (2006-2016). To this end, 208 studies published in 12 ICT-oriented journals in the construction context are thoroughly reviewed. The findings bring to light that studies on collaboration on BIMCPs are sporadic, isolated and focus on narrowed, limited and disjointed areas associated with collaboration. The study contributes to the field through highlighting the gaps of the existing literature on the topic. This provides a stepping stone to direct future inquiries that target collaboration on BIMCPs.

Purpose: The purpose of this paper is to present a quantified model for influential factors in the collaboration process in Building Information Modelling (BIM). BIM-based Construction Networks (BbCNs), which comprise teams of specialist organisations engaged to execute BIM-related activities, have become the centrepiece of collaboration in construction projects. In BbCNs, however, a lack of effective collaboration among teams remains a major barrier to receiving the full benefits of BIM. Despite this importance, the role of influential factors in collaboration in BbCNs has remained somewhat esoteric in nature in various previous studies, in which the present study attempts to address this gap. Design/methodology/approach: To develop the quantified model for collaboration in BbCNs, primary empirical data was collected from a questionnaire survey of BIM experts in the construction industry. This data was subsequently analysed through the Partial Least Squares Structural Equation Modelling (PLS-SEM) technique using SmartPLS software as a viable and robust package for PLS-SEM analysis. Findings: Quantification of associations to collaboration in BbCNs reveals that unlike the common beliefs espoused in previous studies on collaboration in BbCNs, the lack of BIM-related tools and technologies is no longer the key concern of effective collaboration in BbCNs. Instead, ethical and managerial factors including “ethical approaches”, “liabilities” and “BIM manager role” were found to be in need of more attention for effective collaboration in BbCNs. Practical implications: Through presenting the first quantified model for collaboration in BbCNs, findings provide a point of reference for practitioners for coaching and managing teams. So too, the findings can be translated into a set of guiding principles for the world of practice for enhancing collaboration in BbCNs. Originality/value: This paper makes a significant contribution to the field by quantifying the factors that impact collaboration within BbCNs settings. It meticulously assesses the degree of influence wielded by these factors and provides empirical numerical evidence to demonstrate that the lack of BIM tools and software is comparatively less concerning in fostering collaboration within BbCNs when contrasted with human-related factors. This original contribution surpasses prior qualitative evaluations by introducing a systematic framework for ranking and comparing other influential factors, thereby advancing relevant theoretical constructs into the realm of quantitative analysis.

The construction industry has one of the highest waste intensities in Australia. While there are barriers to the implementation of sustainable waste management (WM) practices, there is a lack of viable solutions for head contractors to overcome these barriers. This research investigates the role of incentives in achieving sustainable WM in the Australian commercial construction industry. A qualitative approach was adopted through interviews with experts in the field to explore the role of incentives as possible solutions to the barriers presented. The findings show that participants are willing to use more sustainable WM practices. However, the barriers are perceived to be too substantial. Many types of incentives can encourage changes in behavior, which contribute to better waste outcomes. The findings also indicate key stakeholders such as the client, government, and industry regulators may provide incentives, including enhancing relevant key performance indicators, amending existing legislations, and implementing government programs to foster a Circular Economy to improve sustainable WM practices. This study contributes to the field by raising awareness about the role of incentives for head contractors to achieve sustainable WM practices.