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CHAPTER 7

PRESENTATION OF DATA AND ANALYSIS

7.

CONCLUSION AND RECOMMENDATIONS

The findings of the study were summarized based on the data presented. An
analysis of the said findings led the researcher to draw conclusions. In testing the digital
technology used in implementing digital innovation, it was found out that most of the
architectural organizations have an average 2 or more digital innovation tools (based
from data) used when implementing digital innovation. These are non-parametric,
parametric, performance simulations tools and scripting. Statistically the numbers the
use of these tools vary among the three architectural organization ie big, medium, and
small. It was found out that most small organizations are still using the non-parametric
tools than other firms, almost all the parametric based tools (except Autodesk Revit)
and building performance simulation tools are not being utilized yet in small
organizations.

While medium size architectural organizations are in the transition stage of

using the non-parametric tools they are still minimally using building performance
simulations tools. This is mainly due to the lack of knowledge of the software and the
awareness of the availability of these digital tools. The use of digital technology has a
significant relationship on the technical barriers presented on this research. Knowledge
of the technology and the awareness of technology can help improve projects plays a
significant role. Additionally, one reason of not using the new digital technology is
partly because of the additional cost of the technology, insufficient budget for related
resources like computers, software package which is very expensive and high

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maintenance cost. Additionally, one of the major financial barriers is the design fee
being inadequate to support digital innovations.

Big architectural organizations were observed to have adopted the changes of

the advent of the technology. They are already using the new digital technologies such
as non-parametric, building simulations tools and scripting. Significant reason of these
is due to the adequate financial resources for having projects with adequate professional
fee, support of the organization, and the need to innovate to compete with other big
organizations who are also adopting digital innovations.

Results of descriptive statistics shows the mean scores of each architectural

organization in terms of frequency or number of available digital innovation tools can
be gleaned that big organizations are observed to have more digital innovation tools,
followed by small architectural organization and medium architectural organization.
Although small architectural organization is observed to have higher mean in
comparison with medium architectural organization, most those digital tools are mainly
non-parametric which are Autocadd and 3d Studio Max.

In evaluating the six subsequent barriers (technological barriers, financial

barriers, organizational barriers, governmental barriers, psychological barriers, and
process barriers among architectural organizations the finding revealed interconnected
barriers but varies from the size of architectural organization.

Small

architectural

organizations

is

extremely affected

by financial,

organizational and psychological barriers that led to technological problems with

consequential effect of the organization . The main cause of this interwined barriers is
mainly due to the small projects that small architectural organizations oftenly have with
limited design fee which is not substantial to provide the cost of technology, software
and other logistics that is needed for digital innovation. With the limited resources, the
consequential effect is that they are psychologically affected and afraid of profit loss. In

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effect, managers are being reluctant to support digital innovation. Aside from financial,
organizational and psychological barriers, process barriers are also present in small
architectural organization. Process barriers boils down to 3d modelling and processing.
It has to do with the upgrade of the equipment and software that is too expensive for
small architectural organizations due to limited funds. In conclusion, technological,
financial, organizational, psychological and process barriers is very crucial in small
architectural organizations.

Similarly, medium architectural organizations is also affected by series of

barriers. However, they are able to cope with the changing needs of the advent of
digital technology hence that the organization is able to support digital innovation
because they are less affected by psychological barriers. One reason for this is that
medium architectural organization is capable to get bigger projects with better design
fees that can afford to provide technology, software and other logistics that is necessary
for digital innovation. Holistically, medium architectural organizations is moderately
affected by financial barriers and with the support of the managers they are not
extremely affected by technological organizational and phsycological barriers.

Big architectural organizations are less affected by barriers rather than small and
medium architectural organizations. The main reason of being less affected is they have
big projects with considerable design fee that can support digital innovation. One reason
of fully implementing digital innovation in big architectural organizations is to be
competitive with other architectural firm. In addition, it is important to note that more
often big architectural organizations are in collaboration with universities in
computational design research. This is helpful in such a way that the transfer knowledge
from leading research institutes and universities can be applied and useful to its actual
projects. Though descriptive statistics have shown that the most crucial barriers in big
architectural organizations is process barriers, this is not really the case. Big
architectural organization is able to cope with process barriers. Complex projects have
heavier 3d models and slower data processing, but with the support from organizations

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and providing more powerful equipment and collaboration with computational design
research, data processing become at ease.

In a holistic sense, financial barriers is the most crucial among the six barriers
presented. This has a consequential effect to the other barriers such as technological,
organizational and psychological barriers. When architectural organization is financially
incapable, the more that they are psychologically affected and the more they are not
supporting digital innovation. With this, it could be concluded that financial,
technological, organizational and psychological barriers are interelated. While these
four barriers are interelated, it can be also gleaned that process barriers which boils
down to 3d modelling and processing, can be also crucial. However, doesnt correlates
with financial, technological, organizational and psychological barriers. In addition,
governmental barrier like building codes and other compliance is observed to be not
crucial.

One of the most valuable results of this research is evaluating the correlation
between size of organization and barriers in digital innovation adoption. It was found
out that the size of architectural organization and barriers to digital innovation are
significantly correlated. This means that bigger architectural organization have lesser
barriers, while smaller architectural organization have more barriers in digital
innovation. Therefore, the bigger the architectural organization, the lesser it is affected
by barriers in digital innovation adoption.

Research for digital innovation in architectural organization is still very limited

and evaluating the challenges and barriers in related fields are significant. The wide
variety of barriers presented earlier, indicates series of problems in adopting digital
innovations that varies in different size of architectural organization. It should be
considered and supported by the architectural organizations. The new digital technology
is proven to improve efficiency, productivity and design quality but has not been used

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to its potential. These barriers for digital innovation should be taken into consideration
by architectural organization so new technologies can be used to its full advantage.