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The purpose of this paper is to provide a better understanding of construction procurement within the supply chain management framework and develop a model for information flow. This paper adheres to the supply chain perspective and integration as theoretical point of departure, typically the role that information plays in a complex network such as construction procurement. The co‐ordination within partners and the integration across partners are critical in effective project management. Sharing information is a key component for tight integration to optimize the chain‐wide performance. It helps produce highest quality, low cost and minimum time to service. The tender offer from the procurer or invitation from a supplier triggers the requirement process. In response to the requirements there has to be an opposite flow of information, termed the fulfilment flow in the model described. The requirement information from a procurer is broken down to the project requirements for various partners in the project. Once the supply chain is identified in the postcontracting phase, information regarding specific tasks, materials, and so on, are communicated to the project partners. Information must be managed to bring in value. The quality of information received, the timeliness of the manner it is received and the costeffectiveness in obtaining the information determine the efficiency of a project partner. Another classification considered is that of the changing role of the partner with regard to information handling, i.e., the project partner as a recipient, decision‐maker and communicator of information. All these factors jointly contribute to increasing efficiency in construction procurement. This framework needs to be explored in future research to define subsequent steps in construction supply chain management, as the challenge is to adapt a totally integrated supply chain.

A gap in the linking of information literacy skills and bibliographic software usage was identified in the postgraduate researcher cohort. While the provision was available, many researchers were not integrating the finding of research information and the management of that information using bibliographic software tools. This article describes the linking of these two areas in two courses presented to postgraduate researchers and analyses the feedback from those who attended. Overall, an overwhelmingly positive response was found. Most positively received was the software training, perceived as a “new” skill, while information literacy skills were less well received, due mainly to the perception of those skills as already acquired.

Information is a valuable component to life and one that cannot be avoided. The ability to manage the constant flow of information received every day can enhance life itself. This article is taken from a report which identifies key areas which must be practised in order to improve management of information overload. We must remember that the quality of information far outweighs the quantity of information. Trying to acquire too much information will leave us with little time to react when truly important facts enter our lives.

When relational databases (RDBs) appeared there was a deal of confusion about what they were. Everybody now knows that they are only a collection of very simple records in ‘card‐indexed’ files, where anything is automatically cross‐referenced to everything else, but as late as 1986 I had to explain to the MD of a software house that his product was not relational even though it allowed cross‐references to be built between files. Relational databases provide automatic cross‐referencing and keep it up to date. They also check it is not self‐contradictory, or in RDB jargon, ensure it has ‘referential integrity’.

System quality, information quality, user IS characteristics, employee IS performance and technical support are identified as important elements that influence service quality. A model interrelating these constructs is proposed. Data collected through a national survey of IS departments in electric utility firms was used to test the model using regression and path analysis methodology. The results suggest that system quality, information quality, user IS characteristics, through their effects on employee IS performance, influence service quality, while technical support influences service quality directly. The results also suggest that employee IS performance contributes more to service quality compared with technical support. Implications of this research for IS theory and practice are discussed.

The purpose of this paper is to explore the role, practices and responsibilities of building information modeling (BIM) coordinators (BCs).

The aim is achieved through a review of existing publications (n=183) in which the term “BIM coordinators” has been described and discussed (n=78), complemented by interviews with four Norwegian BIM experts.

The findings from the review indicate that the core responsibilities of BCs involve clash detection, managing information flows and communication flows, monitoring and coordinating design changes, supporting new working procedures and technical development and acting as a boundary spanner. The complementary interview study extends these findings with two additional practices and a reflection on the experienced challenges, obstacles and potential future development of the role. In essence, the authors propose that the role of BCs can be defined as being responsible for external/internal alignment and coordination of actor needs, and engaged in product-, process- and system-oriented practices of BIM.

Given that this study is primarily an integrative literature review of BCs, it has the limitations common with such an approach. Therefore, future studies should preferably extend presented findings through either a survey, further in-depth interviews with BCs or reviews of closely related BIM specialist roles such as BIM managers or BIM technicians.

With BCs seemingly being central to information management and knowledge domain integration within the architecture, engineering and construction industry, an understanding of their importance and role should be of interest to anyone seeking to tap into the potential of BIM. This paper outlines specific implications for construction manager, educators and BCs.

The value of this study lies primarily in the fact that it is the first thorough investigation of the role, practices and responsibilities of BCs.