Introducing Organizational Intelligence to the Construction Industry

The construction industry, which is inherently multidisciplinary, has adopted intellectual and technical business improvements from many other industries with the intent to optimize productivity. Therefore, there is a need to implement new managerial strategies that incorporate standardized and structured repeatable procedures. As part of the effort to establish a better understanding of management from organizational resources through final construction, this paper introduces a new theoretical approach for Organization Intelligence in Construction (OIC) that is based on the procedural ability of an organization to efficiently process, support, measure, and reason through management issues. Organizational intelligence is applied in all organizations to enhance the understanding of managerial processes and assets/resources within the organization. The measured performance of a managerial process depends on the capability and quality of resources that are available within the organization and/or the acquisition and management of resources that are outside of the organization. This paper suggests a mechanism to standardize construction processes by identifying the role of relationships in an organization's operation and the organizational cognitive abilities that subsequently determine the effective and efficient use of resources to aid in successfully completing an operation. A case example provides the foundation for a replicable template that reveals how construction processes, personal and organizational knowledge, skills, and resources contribute to managerial activity functions.