The construction industry needs to change to meet the needs for a more sustainable built environment. For industry change to happen, public clients have been suggested to play a key role as change agents because of their power to state requirements when procuring, and due to their role as long-term property owner. This makes receptiveness for change within public client organizations a vital issue for industry change. The aim of this paper is to explore receptiveness for change at a public client organisation by applying the framework of receptive contexts developed by Pettigrew et al., (1994). Based on an empirical case study of a public client's implementation of Building Information Modelling (BIM) during the period between 2013 and 2017, findings indicate that there is a lack of a receptive context, which hamper the public client's ability to take on the role as change agent and drive industry change. The conclusion is that the idea of public client's as change agents also comes with challenges and that there is a need for more studies on how to develop receptiveness in large public organizations.
QC 20241105
Part of ISBN 978-099554631