Integrating information systems across organizations in the construction industry
Camposano, José Carlos (2021-11-19)
Väitöskirja
19.11.2021
Lappeenranta-Lahti University of Technology LUT
Acta Universitatis Lappeenrantaensis
School of Engineering Science
School of Engineering Science, Tietotekniikka
Kaikki oikeudet pidätetään.
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In reference to IEEE copyrighted material which is used with permission in this thesis, the IEEE does not endorse any of Lappeenranta-Lahti University of Technology LUT's products or services. Internal or personal use of this material is permitted. If interested in reprinting/republishing IEEE copyrighted material for advertising or promotional purposes or for creating new collective works for resale or redistribution, please go to http://www.ieee.org/publications_ standards/publications/rights/rights_link.html to learn how to obtain a License from RightsLink.
Julkaisun pysyvä osoite on
https://urn.fi/URN:ISBN:978-952-335-730-3
https://urn.fi/URN:ISBN:978-952-335-730-3
Tiivistelmä
The digital transformation of traditional supply-chain industries into platform-based businesses has been touted as a promising strategy to achieve competitive advantage and market leadership. Despite prominent case studies of business-to-consumer platform ecosystems, there is a lack of understanding on how incumbent firms articulate new business-to-business ecosystems. To bridge those gaps, this thesis explores the integration of information systems (IS) across company boundaries as an organizational and social phenomenon. The research question is: “How do different actors from the same industry perceive and influence the integration of IS across organizational boundaries?” This study’s result is a set of theories explaining how well-established companies can share data and co-create new business value through digital platforms.
To meet the research objectives, the thesis focuses on the case study of the architecture, engineering, construction, and facilities management (AEC/FM) sector, which is typically characterized as a project-based industry because its actors operate within loosely coupled and temporary networks to perform specialized work with limited or no interactions with other companies. Following an interpretive approach to qualitative research, 45 practitioners (mostly managers or C-level executives) from 33 different AEC/FM organizations were interviewed for this study.
Due to the project-based nature of the AEC/FM industry and the long lifecycles of buildings, integrating IS across firms is a costly process that demands the coordination of many actors. This study’s results suggest that the evaluation on the maturity of a digital platform and its required integrations often relies on subjective factors. Mapping useful minimum interdependencies among actors is one of the first steps to clarify such integration requirements. Conflicts might emerge if actors have opposing or diverging views regarding six contentious points of autonomy and control. Some of the most significant barriers to inter-organizational integration of IS emerge from the actors’ unwillingness to align with others. The understanding of future business value varies, depending on whether the actors organize themselves as a project-based industry or as a digital platform ecosystem. The key to managing planned integrations lies not only on the choice of technology artifacts but also on boundary objects and abstract concepts.
To meet the research objectives, the thesis focuses on the case study of the architecture, engineering, construction, and facilities management (AEC/FM) sector, which is typically characterized as a project-based industry because its actors operate within loosely coupled and temporary networks to perform specialized work with limited or no interactions with other companies. Following an interpretive approach to qualitative research, 45 practitioners (mostly managers or C-level executives) from 33 different AEC/FM organizations were interviewed for this study.
Due to the project-based nature of the AEC/FM industry and the long lifecycles of buildings, integrating IS across firms is a costly process that demands the coordination of many actors. This study’s results suggest that the evaluation on the maturity of a digital platform and its required integrations often relies on subjective factors. Mapping useful minimum interdependencies among actors is one of the first steps to clarify such integration requirements. Conflicts might emerge if actors have opposing or diverging views regarding six contentious points of autonomy and control. Some of the most significant barriers to inter-organizational integration of IS emerge from the actors’ unwillingness to align with others. The understanding of future business value varies, depending on whether the actors organize themselves as a project-based industry or as a digital platform ecosystem. The key to managing planned integrations lies not only on the choice of technology artifacts but also on boundary objects and abstract concepts.
Kokoelmat
- Väitöskirjat [1099]