The impact of BIM-based integration management on megaproject performance in China

Abstract

With the rapid development of the global economy, the investment boom in megaprojects worldwide has been on the rise in the past several decades. As large temporary contract organizations, megaprojects are generally confronted with performance dilemmas. The managerial advantage of building information modeling (BIM) has been recognized as one of the critical factors for the success of megaprojects. In particular, BIM-based integration management (BIM IM) signifies the logical and reasonable coordination and integration of the required processes during the whole life-cycle of projects, which facilitates the implementation and management of megaprojects. However, limited empirical research has explored effective pathways for BIM IM in improving megaproject performance (MP). Thus, this study establishes a novel conceptual framework to explore the impacts of BIM IM on MP through information sharing (IS) and cooperation behavior (CB), as well as considering the moderating effects of top management team (TMT) heterogeneity and task conflict (TC). The empirical data were collected in megaprojects in China using the questionnaire survey, and data from 206 middle-senior managers was analyzed by structural equation modeling partial least-squares method. The research findings reveal the effectiveness of BIM IM in promoting IS and CB in megaprojects for ultimate MP. More specifically, BIM IM has a larger effect on IS than CB, and CB has a more profound impact on MP than IS. Meanwhile, TMT heterogeneity plays a negative moderating effect on the relationship between IS and MP, while TC shows a positive moderating effect on the relationship between CB and MP. The findings of this study provide new perspectives and practical strategies for stakeholders to support the effective use of BIM IM to achieve strategic management in megaprojects worldwide.