'Invisible' constraints on 3D innovation in land administration: A case study on the city of Melbourne. (January 2015) - Ho, Serene
Highlights: Explores institutional aspects of land administration processes. 2D is constrained by regulative, normative and cultural institutional elements. Gaps in current institutions do not enable movement towards 3D innovation. Importance of interdependency between all elements for strategic response. Industry-wide strategic response not apparent due to lack of focal actor. Abstract: Excitement about the potential of 3D technologies to support production and management of complex building information has extended to the land administration sector. Structural characteristics of high-rise buildings are compounding complexity in the design and layout of private, public and communal ownership rights, restrictions and responsibilities, leaving a legacy of ongoing management issues for urban communities. Despite the premise of 3D innovations and significant technical progress, widespread adoption remains elusive. Attention is turning to understanding the social and cultural influences – the 'invisible' constraints, otherwise regarded as institutional aspects, to explain deeply embedded attitudes and behaviours that are posing resistant to current change strategies. An interpretive case study in the city of Melbourne provides context for exploring institutional issues within the land administration sector regarding high-rise developments. The plan of subdivision is used to trace institutional influences, conceptualising these as regulative, normative and cultural-cognitive elements. These elements constrain stakeholders to current 2D ways of behaving, limiting movement towards 3D innovation. The findings suggest clear institutional 'gaps' that deliberate strategies will need to address, but also highlight the importance of understanding the interdependency between all elements for strategic response. Finally, the findings indicate that a new focal actor that is in a position to generate the required intention for change has not emerged and therefore, an industry-wide strategic response is not apparent.