摘要：The Brazilian construction sector is undergoing significant changes. Because of the low quality of the products offered by companies, discussions are ongoing in the industry regarding the changes needed to improve overall production chains. Because of this, there is the option of building information modeling (BIM), a technology that reduces costs and time, increases productivity, and improves the project quality. However, the reduced dissemination of technology in the construction market has been verified. Within this context, this research seeks to analyze the organizational culture of construction companies in Niter�i, Rio de Janeiro, to assess the cultural aspects that must be modified in order to successfully implement BIM. The study seeks to address these issues using a questionnaire and organizational culture assessment instrument (OCAI), whose goal is to investigate interest in and knowledge of technology, the challenges and reasons that would lead companies to deploy BIM, and the organizational relationship profiles. Additionally, the study investigates dominant company characteristics, organizational leadership, employee management, organizational glue, strategic emphases, and success criteria. Then, after analyzing these items, the organizational culture is defined to assess whether companies meet the requirements for BIM technology, through comparison with data obtained from experts working with BIM. Therefore, after evaluating this information, it might be concluded that most companies do not use BIM, indicating that the main difficulty in adopting the technology would be the resistance to change by teams and a lack of time and planning. Subsequently, it was observed that companies are characterized by market culture, where there is little flexibility to change, emphasizing stability and control. In contrast, the BIM experts identified clan culture as the ideal setting for the successful deployment of BIM, because issues related to participation and collaboration between all stakeholders are essential. Finally, the present work shows that, in addition to training and technical team work qualifications, it is necessary to modify the organizational culture, so that the technology can be successfully deployed and the benefits can be experienced by all.
