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.

Building information modelling (BIM) teams, hereafter referred to as BIM-based construction networks, are teams whose possibly geographically dispersed members from various organisations and disciplines, perform project tasks on BIM-enabled projects. In recent years, BIM-based construction networks have progressively become the norm in executing BIM activities on projects. However, even though achieving BIM's full capabilities relies on effective collaboration among the team members in BIM-based construction networks, it is still a struggle for these members to collaborate. Nonetheless, only a few studies have been conducted to identify the barriers to strengthening team collaboration in BIM-based construction networks. To address this gap, the current study, by examining 73 journal articles on collaboration in BIM-based construction networks, builds upon a theoretical review of the literature. A conceptual model is presented to capture the main barriers to collaboration in BIM-based construction networks. The study benefits researchers as well as project managers. For researchers, the conceptual model provides an intermediate theory, namely, a theoretical basis to direct further knowledge creation attempts on the topic. In addition, the conceptual model supports project managers on BIM-enabled projects. That is, it simplifies the knowledge now available for practical applications enabling it to be translated into guidelines and practical instructions on real-life projects.

This research reports upon the scale of building information modeling (BIM) implementation maturity, from nonadoption to full-scale deployment, within small-to-medium enterprises (SMEs) operating within the Australian construction industry. The research utilizes a competitive dynamics perspective (CDP) as the theoretical lens and analyses data collected from 135 SMEs using Bayesian belief networks (BBNs) to provide a richer insight into levels of BIM implementation maturity. Findings reveal that there is no meaningful association between BIM implementation maturity within SMEs and their organizational attributes, such as size and level of experience. A paucity of solid evidence to support a reasonable return on investment (ROI) was also identified as a key barrier to using BIM in higher levels of maturity. In practical terms, the study focuses on pertinent issues associated with mandated BIM in Australia from SMEs' perspectives, pointing out potential consequences and challenging the pressure for mandating. The research concludes by outlining industrial implications and providing pragmatic recommendations designed to accelerate the pace that Australian SMEs move across a BIM trajectory from nonadoption to higher levels of maturity.

BIM-based Construction Networks (BbCNs) are teams comprising members from several specialist organisations to undertake BIM-related tasks on BIM-enabled projects. Fostering collaboration within BbCNs is a top priority for construction project managers, yet no explicit body of knowledge has focused on investigating the relevant research gaps in knowledge. The present study intends to address this gap by plotting the storyline of relevant research studies in the last 10 years (2006–2016). A “Collaboration Pentagon” consisted of context, process, task, team and actor as the theoretical lens is created through integration of relevant frameworks. The study draws upon a bibliometric analysis of 1031 studies on BIM alongside the outcome of a qualitative evaluation of a total of 62 carefully selected papers on collaboration in BbCNs. The findings reveal that the scholarship on collaboration on BIM-enabled projects has predominately focused on technology as one antecedent of collaboration while project-related and managerial antecedents have remained under-researched. Moreover, though enhancing collaboration necessitates inclusion of all influential antecedents, studies with such an all-inclusive perspective are rare. The study contributes to the field through this inclusive Collaboration Pentagon and by providing a systematic and objective evaluation of available literature on collaboration in BbCNs and uncovering respective gaps.