Mixed-methods analysis identifies organizational barriers and proposes a framework for effective change management and knowledge management.
Despite the growing global adoption of Building Information Modeling (BIM), many construction companies, particularly in developing countries, struggle to transform BIM from a digital tool into a value creating capability. This study evaluates the persistent gap between BIM adoption and project performance, particularly in terms of time, cost, and quality. Drawing from a real case in an Indonesian construction company, this study applies a mixed-methods approach to evaluate BIM maturity, identify organizational barriers, and propose an integrated strategy for advancing maturity levels. Guided by the ADKAR change management framework and the SECI knowledge management framework, this study formulates strategic interventions aligned with the project values. The findings reveal that low BIM maturity stems not merely from technological constraints but from deeper organizational issues such as limited interdisciplinary collaboration, weak knowledge retention, and inconsistent digital policies. This study proposes a scalable framework for aligning BIM implementation with value creation in construction projects, providing actionable insights for companies in similar contexts globally.
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Kurniawan et al. (2025) studied this question.