ASSESSING KEY DIMENSIONS TO EFFECTIVE INNOVATION IMPLEMENTATION IN INTER-ORGANIZATIONAL TEAMS: AN IPD CASE

Theoretical frameworks emphasize structural, climate, and fit elements in the successful adoption of innovative organizational processes. Applied to complex inter organizational projects, these elements are necessary but not sufficient to insure to project success. Rather, the manner of interactions within the inter-organizational team members as well as between team members and their respective home organization constituents “makes or breaks” project success. This research examines the architectural, engineering, and construction (AEC) industry’s use of the Integrated Project Delivery (IPD) format as an innovation to reduce inefficiencies and fragmentation in ventures involving multiple agents and contractors. The researchers conducted a longitudinal case study analysis of an IPD project using ethnographic observation, interview data, and social network analysis to identify individual behaviors and organizational actions associated with the adoption of innovation. In this case, findings generally support structural, climate, and fit elements present in the initial phase of innovation adoption. However, the owner rejected the IPD process, reverting to “construction management at risk and partnering,” and interview and network analysis data reveal important changes in the communication behaviors within the project team leading up to the IPD “failure.” The relevance of key participants’ communication behaviors related to this project and the adoption of innovation literature is discussed.

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