Whilst the BIM concept is deeply embedded in technology, its objectives in practice, turn
attention away from the technology and focus on the issues in the construction industry, crucially,
it has implications throughout the design, construction and post construction processes (Succar,
2009; Succar, 2010). The corollary of this is the reliability and readability of project data
interchange between various stakeholders. This impinges on the associated management
practices, as it calls for a drastic drift from the conventional approach to fragmented data sharing.
As contended by Jacobsson & Linderoth (2010) and Davies & Harty (2012), one of the major
challenges facing construction organisations is to better understand the transformational
processes that shape and better explain BIM-enabled working environment. BIM implementation
processes and its influence on the organisation as a whole, have not received much empirical
attention to date.