A process-driven IT training model for construction: core development issues

Goulding, JS; Alshawi, M

Abstract

Information technology (IT) has often been cited as being able to create
competitive advantage. However, the degree of leverage is often dependent upon several
factors, not least the type and level of IT training provided, resources available, management
commitment, and prevailing level of corporate culture. This paper introduces the
generic processes involved in developing an IT training framework in order to support and
deliver the business strategy, and presents findings in the form of a generic IT training
model. This model identifies the sequential stages needed to commission and deploy IT
training in a construction environment in the form of an implementation roadmap. This
model was developped with two leading UK construction organizations. Findings have
identified that seven core process phases should be considered before committing
resources to training. Recommendations include identifying the core business benefits
and matching these to the training outcomes, albeit cognisant of barriers such as lack of
empowerment, organizational culture, resource limitations, and so on.

Citation

Goulding, J., & Alshawi, M. (2004). A process-driven IT training model for construction: core development issues. Construction innovation (London. Online), 4(4), 243-254. https://doi.org/10.1191/1471417504ci078oa

• Journal Article Type: Article
• Publication Date: Jan 1, 2004
• Deposit Date: Sep 20, 2007
• Journal: Construction Innovation
• Print ISSN: 1471-4175
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 4
• Issue: 4
• Pages: 243-254
• DOI: https://doi.org/10.1191/1471417504ci078oa