How may the organisations’ readiness to change affect the uptake of off-site construction?

Abstract

While off-site construction presents opportunities for increased productivity, safety and decreased costs, little is understood as to why some contractors are not ready/prepared to change their practice and adopt off-site construction more extensively in projects. This study aimed to examine the effect of organisational readiness (OR) on the organisational change (OC) for the more extensive use of off-site construction. Furthermore, how counter-knowledge (CK) may affect such a relationship was investigated. A questionnaire survey was conducted to investigate the relationship between OC, OR and CK. The appropriateness of the questions used in the questionnaire survey was validated through interviews with industry experts. The results indicate that when OR is embodied within contractor firms, OC for more extensive use of off-site construction is more likely to occur. It was found that clear communication about OC should occur in order to gain support from staff and minimise false and misleading information within the organisation. It was identified that CK has a moderating effect on OR associated with OC. Specifically, organisational valence is degraded by misinformation about resourcing, performance management and communication concerning greater adoption of off-site construction. Comparatively, self-efficacy, personal valence and senior leadership support can lead to OC, despite the existence of CK within the organisation.