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M. Sreckovic:
"Organizing for innovation in the digital economy: The case of the AEC Industry";
Vortrag: CIB World Building Congress 2019 - Constructing Smart Cities, The Hong Kong Polytechnic University, Hong Kong, China (eingeladen); 17.06.2019 - 21.06.2019; in: "CIB World Building Congress 2019 - Constructing Smart Cities", (2019), ISBN: 978-962-367-821-6; S. 367 - 376.

Successful implementation of digital technologies is crucial for innovation and competitive advantage. Today, digital technologies are revolutionizing collaboration and value co-creation across traditional industry boundaries and thus generating the need for adaptive and innovative business models, new and flexible organisational forms as well as new digital processes and capabilities.
The ability of firms to combine resources across traditional industry boundaries, enabled through digital capabilities, has increased the innovation potential. In the AEC industry, the use of building information modeling (BIM) as the most spread design method has inevitably changed collaboration and innovation in the planning and construction processes. In that context, successful implementation of digital technologies, such as BIM, requires changes in traditional organisational processes, operation and coordination of activities and applied strategies.
In our empirical study, conducted in Austria, Germany and Switzerland, we surveyed 176 companies in the AEC industry and collected data on organisational capabilities, strategies and performance. We use the architecture of organisational capabilities model (Sreckovic, 2018) to explore the impact of innovation on organisational performance. Our empirical results confirm that organisations in the AEC industry need dynamic capabilities for innovation and entrepreneurship, supported by adequate coordination and operational processes that would enable sustainable value co-creation and competitive advantage. Furthermore, successful technological innovations require product and process modeling supported by coordinative and collaborative processes for design and planning. The results indicate as well that traditional organisational forms are giving way to actor-oriented organizational forms due to the nature of digital technologies.
This study integrates Porter´s value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition our empirical results from the AEC industry contribute to the innovation and entrepreneurship literature by showing that the process of innovation requires different levels of capabilities for the achievement of competitive advantage, therefore indicating the necessity for an adequate development and coordination of innovation processes in AEC.

organisational capabilities, innovation, digital technology, AEC industry, empirical study