The construction industry is increasingly turning to industrialized construction in response to societal pressures such as housing shortages, rising costs, and sustainability demands. This transition, from traditional, project-based delivery models to product-oriented approaches, promises greater standardization, repeatability, and scalability. However, despite the technical potential of industrialized construction, many firms face persistent organizational challenges. Bottlenecks in internal coordination, role clarity, and collaboration, can hinder the effective development of product platforms.
This study begins with a theoretical background to establish a foundation for understanding the case later on, using academic papers sourced from Google Scholar. The empirical research adopts qualitative methods, focusing on a single-case study of VORM 2050. Semi-structured interviews guided by abductive reasoning align empirical observations with theoretical insights. Organizational ethnography is employed as a secondary method, involving observations of daily practices, meetings, and project documentation. Finally, recommendations will be developed using workshops with VORM 2050 to collectively reflect on tensions and identify improvements to organizational practices.
The primary goal of this study is to support the transition of construction companies towards industrialized practices. This includes a case study of VORM 2050’s ongoing transition, focusing on organizational practices and enhancing understanding through theoretical frameworks. The key outcome is a set of practice-informed recommendations, offering actionable guidance for integrating platform thinking and improving organizational routines. These insights address the lack of managerial perspective on navigating tensions during platform transitions and are applicable to other construction companies. The findings will be shared with VORM 2050 and broader stakeholders, ensuring privacy while making the outcomes available through the TU Delft repository.