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ABSTRACT
This paper discusses a case study of Australia’s most technologically advanced health facility to address an identified gap in the body of the knowledge. That is, no comprehensive study has hitherto attempted to draw upon virtual team working theories to enhance collaboration in BIM-based construction networks (BbCNs). In response to this, the present study seeks to raise awareness of organisational discontinuity theory (ODT) as a recent theory for virtual teams, which enables BbCNs to embrace collaboration. To this end, the major challenges encountered and corresponding solutions adopted on a mega-project have been closely monitored and investigated. The study contributes to the field through the conceptualisation of typical barriers to collaboration in BbCNs from the perspective of ODT. Additionally, the discussions presented outline practical implications by demonstrating how the identified issues of collaboration in BbCNs could be effectively dealt with.
Acknowledgements
The authors would like to acknowledge the efforts and support of the nRAH project team for their valuable insights and accurate reflections. The authors also express their gratitude to the editor of the journal and the anonymous reviews for their constructive comments on previous versions of this paper.
Disclosure statement
No potential conflict of interest was reported by the authors.
ORCID
M. Reza Hosseini http://orcid.org/0000-0001-8675-736X
Nicholas Chileshe http://orcid.org/0000-0002-1981-7518
Mehrdad Arashpour http://orcid.org/0000-0003-4148-3160