2026-09-25T22:27:09Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/85132022-01-13T07:54:12Zcom_1721.1_7582com_1721.1_7581col_1721.1_131022
William L. Porter and Andrew M. Scott.
Intrachooto, Singh
Massachusetts Institute of Technology. Dept. of Architecture.
Massachusetts Institute of Technology. Department of Architecture
2005-08-23T20:45:25Z
2005-08-23T20:45:25Z
2002
2002
http://hdl.handle.net/1721.1/8513
50775333
Thesis (Ph.D.)--Massachusetts Institute of Technology, Dept. of Architecture, 2002.
Some ill. printed as leaves, numbered as pages, and folded.
Includes bibliographical references (p. 241-248).
The objective of this research is to simultaneously address the environmental concerns in building design and the urgency in the architectural, engineering, and construction industry (AEC) to advance technologically by providing specific responses to the following questions. What are the barriers that a design team faces when introducing environmental strategies and innovations into building projects? What are the mechanisms that can assist design teams to surpass industry standards or even break away from the limits of their own professional training? Ultimately, what is required to successfully implement environmentally sound and technologically innovative solutions in buildings? In order to gain a better insight into these issues, this research examines eight case studies and reconstructs their respective patterns of practices to discover how and why certain AEC teams successfully overcome design, development, and implementation barriers relating to energy efficient innovation (EEI) while most do not. The results of the study are categorized into four distinct, but related, components: (1) implementation techniques, (2) basic team attributes, (3) critical success factors, and (4) the implementation process. Contrary to popular belief, the findings suggest that technological innovation, specifically EEI, is best fostered by team members with prior work experience with each other, as opposed to an assembly of individuals selected solely on the basis of expertise. The repeated collaborations serve multiple functions: technical-risk reduction, financial security, and psychological assurance.
(cont.) In addition, six key factors of EEI implementation are isolated and organized into two groups: team dynamics and project logistics. Team dynamics encompasses concurrent collaboration, team relational competence, and commitment to environmental goals. Project logistics encompasses external funding; research collaboration; and technical evaluation, demonstration, and validation. A strong relationship was found between the integrated design process and the commitment to EEI. Specifically, contributors of EEI worked in parallel with an expedient feedback loop or explicit feedback period. Interestingly, financial contributions external to the clients' allocated budgets were consistently found and often related to the particular research of at least one member within the team. The direct relationship between research and the resultant innovation suggests that technological innovation is not random, but rather predictable and specific to team members' areas of expertise.
by Singh Intrachooto.
Ph.D.
263 p.
33183436 bytes
33183189 bytes
application/pdf
application/pdf
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Architecture.
Technological innovation in architecture : effective practices for energy efficient implementation
Thesis
application/pdf
Publication
unknown
unknown
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<Abstract>The objective of this research is to simultaneously address the environmental concerns in building design and the urgency in the architectural, engineering, and construction industry (AEC) to advance technologically by providing specific responses to the following questions. What are the barriers that a design team faces when introducing environmental strategies and innovations into building projects? What are the mechanisms that can assist design teams to surpass industry standards or even break away from the limits of their own professional training? Ultimately, what is required to successfully implement environmentally sound and technologically innovative solutions in buildings? In order to gain a better insight into these issues, this research examines eight case studies and reconstructs their respective patterns of practices to discover how and why certain AEC teams successfully overcome design, development, and implementation barriers relating to energy efficient innovation (EEI) while most do not. The results of the study are categorized into four distinct, but related, components: (1) implementation techniques, (2) basic team attributes, (3) critical success factors, and (4) the implementation process. Contrary to popular belief, the findings suggest that technological innovation, specifically EEI, is best fostered by team members with prior work experience with each other, as opposed to an assembly of individuals selected solely on the basis of expertise. The repeated collaborations serve multiple functions: technical-risk reduction, financial security, and psychological assurance.</Abstract>
<Abstract>(cont.) In addition, six key factors of EEI implementation are isolated and organized into two groups: team dynamics and project logistics. Team dynamics encompasses concurrent collaboration, team relational competence, and commitment to environmental goals. Project logistics encompasses external funding; research collaboration; and technical evaluation, demonstration, and validation. A strong relationship was found between the integrated design process and the commitment to EEI. Specifically, contributors of EEI worked in parallel with an expedient feedback loop or explicit feedback period. Interestingly, financial contributions external to the clients' allocated budgets were consistently found and often related to the particular research of at least one member within the team. The direct relationship between research and the resultant innovation suggests that technological innovation is not random, but rather predictable and specific to team members' areas of expertise.</Abstract>
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