Shared team mental models when using Building Information Models in construction projects

Abstract

This study explores Team Mental Models in the context of inter-organizational use of Building Information Models in construction. Through a multiple case study of four construction projects, it is shown that most of the variations in sharedness of mental models can be explained by geographical, organizational, and technological proximity of parties to the core project team. It is also indicated that the level of consensus on the use of Building Information Models is positively related with the project's Building Information Model maturity and that parties with a central role in a project team score higher on the level of the sharedness of mental models for the use of this technology. This study emphasizes significant risks and challenges in collaboration based on Building Information Models among project participants arising from variations in sharedness of mental models. It is crucial for project management to engage in explicit and open discussions between project partners about risks and challenges related to the Team Mental Models, and implement measures to mitigate and resolve these issues.