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This paper examines the individual firm's motivation to adopt innovation in a construction project, and the inter-organizational interactions of relevant parties involved in innovation. Based on the theory of organizational motivation and inter-organizational relationships, seven hypotheses are set out. These hypotheses are tested using a structured questionnaire, and data were collected via a postal survey. From the results, it is concluded that an innovative proposal may be successfully implemented in the project if effort is put into carrying the innovation through, and there are high expected goals, favourable results and high commitment. Firms need to be motivated to adopt the innovation, be optimistic about the results and exert additional effort. Incentives for the supporting parties need to be substantial to persuade them to participate in the innovation. In addition, the innovation should be designed such that it could draw all upstream and downstream parties together, and all their interests are looked after in the project.
Dulaimi et al. (Tue,) studied this question.