Recently the AEC industry(Architectural, Engineering and Construction) has begun a transition towards further integration of digital solutions that helps collaboration that spans organizational boundaries. Building Informa- tion Modelling (BIM) is such a solution. In essence, BIM should lead to tighter collaboration and closer communication among project participants. Based on a case study, this research is set out to investigate these two ele- ments. The research is conducted in a two-phased approach. In Phase 1 we seek to document the use of BIM in context of organizational theory and technologically understanding. In Phase 2 we discuss the ndings of Phase 1 and suggest a redesign that supports the usage of BIM. Using data from a case study of an undergoing building project, we nd that BIM in certain areas lack support in the inter-organizational collaboration. A key issue is the integration of all participants. Especially we nd the lack of integration from the owner and the key contractor as a main obstacle in gaining the true value of BIM. We conclude that a strategic management-approach is necessary to achieve the optimal BIM-usage. To meet the need of strategic management we have come up with a framework that is based on the ndings of our research and uses principles from Lean-philosophy
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