Digital transformation brings many changes to businesses that seek to embrace new technologies and innovate. This case study provides an in-depth exploration of the digital innovation strategy at the Main Contractors Company (MCC), a leading project-based construction company in the Middle East. The story revolves around Ahmed Shalhoub, the chief innovation officer at MCC, who is facing scrutiny from the board regarding his digital innovation strategy, particularly in the context of the New Airport Terminal Building (NATB) project. The project-based nature of the construction industry means there are typically thin budgets for innovation, research and development and exploration of new innovations. Under the leadership of Shalhoub, MCC has been able to leverage global trends in digitalization and develop new solutions and, as a result, offer better outcomes to the NATB project and MCC itself. However, challenges towards the end of the project brought strategy changes and the need for Shalhoub to make hard decisions about concessions in the resources of the digital innovation group.

Purpose
This study aims to establish relationships between organizational attributes and strategies for developing accurate digital twins (DTs) of constructed facilities. To achieve this aim, the study objectives are: (1) identify the key organizational attributes and strategies, (2) develop underlying constructs among the organizational attributes and strategies, and (3) model the relationships between the underlying constructs of organizational attributes and strategies.

Design/methodology/approach
A systematic literature review and semi-structured interviews with architecture, engineering, construction, and operation (AECO) industry professionals identified twenty-one organizational attributes and thirty organizational strategies. Through a survey, 129 AECO industry professionals evaluated the criticality of the organizational attributes and strategies. The collected data were analyzed using normalized mean analysis, exploratory factor analysis, and partial least-squares structural equation modeling.

Findings
The analyses identified eleven and twenty key organizational attributes and strategies. Furthermore, the organizational attributes and strategies can be categorized into two (organizational DT capabilities and technological capabilities requirements) and three (organizational competitiveness and investments, organizational workforce management and training, and organizational management capabilities) underlying constructs. Finally, organizational DT capabilities significantly impact the need for all three underlying constructs of organizational strategies, whereas technological capabilities requirements do not. These findings indicate that strategic initiatives should be driven by organizational and human-centric attributes, including leadership, strategic planning, and talent development, rather than on technological readiness alone, challenging assumptions that technological readiness is the catalyst for strategy deployment in DT development.

Originality/value
This is the first study that models the relationships between organizational attributes and strategies for developing accurate DTs of constructed facilities.

Implementing Building Information Modeling (BIM) brings efficiencies to construction projects, yet evaluating the associated soft costs remains challenging. This study aims to develop and validate a framework for soft cost elements (SCEs) in BIM-based construction projects. A systematic literature review (SLR) and thematic analysis initially identified 31 SCEs, which were subsequently organized using framework analysis by project phase (planning, preconstruction, construction, and post-construction) and time category (discrete vs. continuous). Inter-rater reliability for the categorization reached 81.3%. Expert validation (n = 16) refined the framework and added seven BIM-specific SCEs, resulting in a total of 38. Theoretically, the framework extends soft-cost theory into the digital domain by modeling BIM-specific remuneration and overheads and by introducing a phase–time structure that explains when and how soft costs arise. Practically, it is operationalized as a decision tool: owners and quantity surveyors can use it as a checklist to create explicit budget lines, scope BIM roles, and update cadences in contracts, and monitor continuous costs monthly while tying discrete costs to milestones, thereby improving estimation accuracy, return-on-investment assessment, and risk control across the project lifecycle. To our knowledge, this is the first validated, phase–time SCE framework for BIM-based construction projects.

Using a human-centric view, this work investigates how digitalization impacts the human and social capital of projects beyond task orientation. How do leaders nurture psychological safety—encouraging interpersonal risk-taking—to support digitalization, fostering creativity, learning and growth? Through empirical research with interviews, focus groups, and soft systems methodology, we identified six factors conducive to psychological safety in digitally enabled projects: adaptability, learning, communication, organizational development, technology, and workplace. The findings revealed a threefold role for leadership in developing innovative and highly collaborative project teams: strategic leadership, horizontal leadership, and project leadership, positioning human and social capital at the core of digitalization in projects.

A common data environment (CDE) is defined as a single source of truth for all project information that facilitates continuous collaboration between stakeholders. In practice, multiple CDEs are used simultaneously, leading to a lack of data integrity, traceability, and transparency. Moreover, current centralized cloud-based CDEs are vulnerable to security risks such as data manipulation, which magnifies the lack of trust among project stakeholders. Previous studies proposing blockchain for information management focused on narrow use cases and did not encompass the whole life cycle of a built asset. This work aims to develop a framework for decentralized information management concerning all life cycle phases. First, we identify the users’ needs for a CDE using desk research and an empirical approach, including semistructured interviews with industry experts. It is found that the top user requirement is integrating data scattered across multiple CDEs along the built asset’s life cycle in a single source of truth. A CDE should provide an accountable and transparent record of the entire project history, integrating data from various tools utilized during the life cycle. In the final step, we propose a conceptual framework for a blockchain-based CDE where transactions from various tools used along the entire life cycle of a built asset are recorded on a blockchain linked with Inter-Planetary File Storage (IPFS) to increase the security of the files. Three illustrative use-case scenarios demonstrate the framework’s applicability in the design, construction, and operation phases. The utilization of blockchain technology ensures an immutable, independent, and reliable record of all transactions, offering a comprehensive and tamper-proof history. This approach addresses gaps in previous studies and lays the foundation for establishing trustworthy product and material passports.

The ISO19650 standard proposed a common data environment (CDE) as a single source of truth for all project information that facilitates continuous collaboration between stakeholders. In practice, multiple CDEs are used simultaneously, leading to a lack of data integrity, traceability and transparency. Moreover, current centralised cloud-based CDEs are vulnerable to security risks such as data manipulation which magnifies the lack of trust among project stakeholders. Previous studies, proposing blockchain for information management focus on narrow use cases and do not encompass the whole lifecycle of a built asset. This work aims to develop a framework for decentralised information management in relation to all phases of the lifecycle. First, we identify the needs of the users for a CDE using desk research and an empirical approach including semi-structured interviews with industry experts. It is found that the top user requirement is integrating data scattered across multiple CDEs along the built asset's lifecycle in a single source of truth. A CDE should provide an accountable and transparent record of the entire project history integrating data from various tools utilised during the lifecycle. In the final step, we propose a conceptual framework for a blockchain-based CDE where transactions from various tools used along the entire lifecycle of a built asset are recorded on a blockchain linked with Inter-Planetary File Storage (IPFS) to increase the security of the files. Three illustrative use-case scenarios demonstrate the framework's applicability in design, construction, and operation phases. The utilisation of blockchain technology ensures an immutable, independent, and reliable record of all transactions, offering a comprehensive and tamperproof history. This approach not only addresses existing gaps in previous studies but also lays the foundation for establishing trustworthy Product and Material Passports.

Digital Twins are becoming increasingly important in Net Zero projects, fostering a dual sustainability and digitalisation transition. Project stakeholders are key in this dual transition as they interact and co-create within the socio-technical system. Stakeholder dynamics are especially critical in construction sector, a major contributor to global carbon emissions. This study uses a multi-method approach to examine how stakeholder dynamics emerge to enable joint digitalisation and decarbonisation efforts. The study moves beyond stakeholder analysis and integrates theories from the multi-level perspective of transitions. The findings highlight the prominent role of key stakeholders such as clients/owners, government and regulators in supporting the dual transition through competitive, hybridised and symbiotic dynamics with variable disruption potential. Theoretically, the study bridges project and transitions studies by illustrating how digital twins can be strategically deployed to drive decarbonisation and support sustainability by projects. Apart from deepening the understanding of stakeholder dynamics in the dual transition the study also provides actionable insights for practitioners and policymakers in navigating emerging stakeholder constellations to enable socio-technical system change.

Purpose
Building information modeling (BIM) offers numerous benefits for construction projects, but its implementation can include additional non-physical costs, commonly referred to as soft costs, distinct from traditional construction projects. Hence, understanding the soft cost elements (SCEs) is critical for accurate cost estimation in BIM-based construction projects. This study aims to identify the critical SCEs in BIM-based construction projects.

Design/methodology/approach
This study conducted a multi-stage approach, starting with an SLR to compile an initial list of SCEs, which was refined through a pilot test with BIM experts. A Delphi survey conducted with 16 experts evaluated the SCEs for two rounds. Data analysis included mean values and percentage of agreement analyses to identify the critical SCEs. Finally, a thematic analysis was conducted to categorize the critical SCEs.

Findings
This study identified eight critical SCEs in BIM-based construction projects, categorized into two categories: technology and human resources. Technology-related costs include BIM software, hardware, updates and BIM-specific planning/designing. Human resource-related costs encompass BIM consultant, modeler, coordinator and manager remuneration.

Originality/value
This is the first study to determine the critical SCEs in BIM-based construction projects. Understanding the critical SCEs provides stakeholders with actionable insights for developing strategies to improve the cost management of SCEs in BIM-based construction projects.

Building Information Modelling (BIM) is transforming the construction industry by improving project efficiency, accuracy, and teamwork. However, failure to determine accurately soft costs during BIM-based construction projects can lead to financial uncertainty and management issues, making it difficult to assess the return on investment (ROI) of BIM. Identifying the factors that influence BIM-related soft costs is crucial for determining the ROI of BIM. To address this issue, this study aimed to investigate the factors affecting soft costs in BIM-based construction projects, using Malaysia as a case study. Data collection involved conducting semi-structured interviews with BIM professionals, followed by thematic analysis to analyse the collected data. The findings revealed that the factors influencing soft costs can be categorised into two main themes: organisational factors and project factors. Within the former, the subthemes included development charges, certification fees, commissioning fees, and ongoing maintenance costs. Meanwhile, project factors encompassed contingency fees, levy fees, and documentation fees. Understanding these factors is crucial for determining the ROI of BIM, which can drive more widespread BIM implementation in developing countries. The study reveals that accurately identifying the factors influencing soft costs in BIM-based construction projects is essential for effective cost management. As a result, the findings emphasise that these factors must be addressed in order to improve financial planning and project execution in the construction industry. The originality of this study lies in its focus on soft costs within BIM-based construction projects, an underexplored area of the existing literature. This nuanced understanding will help organisations and policymakers to manage costs more effectively, contributing to more efficient construction practices and supporting the UN Sustainable Development Goals 9: Industry, Innovation, and Infrastructure and 11: Sustainable Cities and Communities by promoting sustainable building practices and resilient infrastructure development.

Digital transformation in projects disrupts how project-oriented organizations recognize and value skills and expertise of new data-savvy talents. Existing research on digitalization in projects has focused mainly on technologies that can help organizations and people achieve, without connecting the implications these technologies have on human and social capital in project environments. This research goes beyond this dominant technocratic view to examine talent management for project management professionals operating in an increasingly digitalized and data-rich world. Through a purposive sample of 24 semistructured interviews with diverse project management experts across industry, academia, and professional institutions, our findings extend talent management scholarship in two ways. First, unlike scholarship on talent management that hitherto has emphasized identification and recruitment of talents, our interviewees placed more attention on developing and retaining talents. Second, whereas talent management scholarship can identify pivotal roles that can secure competitive advantage, our research highlights the importance of data-savvy expertise to interact with nondigital project management expertise in order for such pivotal roles to succeed in project contexts. Strategies are proposed for new directions in talent management practices based on our proposed buy–lease–make model for talent management in project-oriented organizations.

Digitalization has progressed rapidly, pervading almost all functions in organizations. Whereas digitization denotes the move from analog to digital information advanced by the arrival of new technologies for smart working (Bednar and Welch, 2020; Painter et al., 2016), all aspects of the work environment feel the impact of digitalization, including project environments. Digitalization is a system-wide change process (Gartner, 2013; Ross, 2017), one with fundamental implications as a first step towards digital transformation of how businesses and economies operate (Marnewick and Marnewick, 2022). Digitalization is reshaping the fundamentals of project management, stimulating innovation of new tools, co-working paradigms and learning that collaborates with machine intelligence in addressing the growing complexity of projects and their environment. From initiation to operation, digital technologies afford opportunities to enhance collaboration, decision-making, and sustainability, presenting opportunities for revisiting foundational project scholarship and practice. In this editorial a collection of twelve scholarly contributions are highlighted that showcase diverse perspectives, theoretical advances and societal impact of digitalization across projects.

Digital Fabrication (DFAB) faces challenges in project delivery due to various barriers, such as its complex technical processes and unclear benefits. However, there is no specific research on project delivery methods for DFAB. This study conducts a comparative case study to understand the delivery of projects with varying degrees of DFAB implementation. Modularity theory is used as a lens to explore project delivery methods. This study tentatively proposes strategies for establishing potential project delivery methods for DFAB. The research identifies three key characteristics: 1) the adoption of modular products and processes, 2) the adoption of an integral type of project delivery method, and 3) the significant role of informal relationships in project delivery. The study finds that misalignment relationships at the product, process, and supply chain levels, namely the combination of modular products and processes with integral supply chains, have fostered flexibility and coordination in DFAB project delivery. Theoretically, this study discusses the symbiosis and interrelationship between modularity and integration within the context of project delivery. Practitioners can build on these strategies to establish project delivery methods.

Amidst the disruptive backdrop of the COVID-19 pandemic, organizations are navigating toward a new normal, leveraging digital technologies to reconfigure business processes and operational practices. This study delves into the transformative effects of digitalization on project management, with a focus on integrating data-savvy talent in a data-rich era. Employing a mixed methods approach, data were collected from June to November 2022, providing a comprehensive blend of various perspectives. Quantitative and qualitative methods were adopted successively in this study to explore the formation mechanism of digital competence of talents in project management and analyze the practical experience and expectations on the impact of data-savvy talents on project management. This study highlights the crucial role of organizations in actively shaping digital competencies to align with the changing demands of project management. It also emphasizes the increasing importance of data-savvy talents, whose intrinsic understanding of digital technologies and business models is essential in transforming the project management landscape. The outcomes of this study offer both theoretical insights into the nexus of digital competence, talent management, and project management, and practical guidelines for effectively integrating new talents into project management practices.

Purpose Information management workflow in building information modelling (BIM)-based collaboration is based on using a common data environment (CDE). The basic premise of a CDE is exposing all relevant data as a single source of truth and facilitating continuous collaboration between stakeholders. A multitude of tools can be used as a CDE, however, it is not clear how the tools are used or if they fulfil the users’ needs. Therefore, this paper aims to investigate current practices of using CDEs for information management during the whole built asset’s life cycle, through a state-of-the-art literature review and an empirical study. Design/methodology/approach Literature data is collected according to the PRISMA 2020 guideline for reporting systematic reviews. This paper includes 46 documents in the review and conduct a bibliometric and thematic analysis to identify the main challenges of digital information management. To understand the current practice and the views of the stakeholders using CDEs in their work, this paper used an empirical approach including semi-structured interviews with 15 BIM experts. Findings The results indicate that one of the major challenges of CDE adoption is project complexity and using multiple CDEs simultaneously leading to data accountability, transparency and reliability issues. To tackle those challenges, the use of novel technologies in CDE development such as blockchain could be further investigated. Originality/value The research explores the major challenges in the practical implementation of CDEs for information management. To the best of the authors’ knowledge, this is the first study on this topic combining a systematic literature review and fieldwork.

Modularity is an approach to simplify systems and reduce complexity. However, existing research suggests that a mono-dimensional modularity strategy, focusing solely on one dimension, such as product, process, or organization, might not fully achieve these goals in design activities. This research investigates how combining strategies from various dimensions of modularity can reduce the complexity of large-scale engineering design. The Huoshenshan Hospital, a 1,000-bed hospital designed and built in 10 days, provided an extreme case study of the first emergency hospital to address COVID-19. The research identified 10 different aspects, termed ‘proximities’, which relate to how people perceive the four dimensions of modularity, specifically across organization–process–product–supply-chain dimensions. Additionally, it identified three types of reinforcement relationships aimed at diminishing complexity in design activities: modular alignment (i.e., synchronized alignment and asynchronous alignment), modular complementarity (i.e., subtraction complement and addition complement), and modular incentive relationships. This research highlights that these three types of reinforcement relationships between different dimensions of modularity can reduce complexity, allowing subsystems to support the system in working as a whole.

Purpose
Off-Site Construction (OSC) has received much government and public attention during and after COVID. Building Information Modelling (BIM) is an initiative discussed widely to promote OSC implementation. Although many policy promotions have been published, there are many challenges to implementing BIM and OSC in real life and questions of whether they really offer value to healthcare design professionals. This research aims to investigate BIM and OSC to understand their commonalities and differences of challenges by collecting empirical evidence from China’s healthcare construction.

Design/methodology/approach
This exploratory research adopted a mixed method with a questionnaire survey and interviews. A total of 261 questionnaires were received (with 183 valid), followed by 31 semi-structured interviews.

Findings
This research reveals that although both OSC and BIM face similar adoption challenges and suspicious attitudes in real-life projects, their challenges’ connotations and reasons are different. OSC faces scepticism for its customisation costs and technical constraints, while BIM is seen as limited in utility and complex to integrate. Highlighting these as socio-technical challenges, the research advocates for an integrated framework to effectively implement OSC and BIM, addressing both technical and collaborative needs in healthcare construction.

Originality/value
This research examines OSC and BIM within the context of healthcare construction, a focus that is relatively underexplored. The research provides a juxtaposition of the perceived and practical challenges of adopting these technologies, revealing a gap between the industry’s expectations and the current capabilities of OSC and BIM, thereby contributing to the development of modern methods of design in healthcare.

Purpose
This research investigates the distinct characteristics of blockchain technology to safeguard against the deterioration of handover information quality in the post-construction phase. The significance of effective management of handover information is highlighted by global building failures, such as the Grenfell Tower fire in London, UK. Despite existing technological interventions, there remains a paucity of understanding regarding the factors contributing to the decline in the quality of handover information during the post-construction phase.

Design/methodology/approach
This study employed a multi-case studies approach across five higher education institutions. It involved conducting semi-structured interviews with 52 asset management professionals, uncovering the underlying reasons for the decline in handover information quality. Building on these insights, the study performed a mapping exercise to align these identified factors with blockchain technology features and information quality dimensions, aiming to evaluate blockchain’s potential in managing quality handover information.

Findings
The study findings suggest that blockchain technology offers advantages but has limitations in addressing all the identified quality issues of managing handover information. Due to the lack of an automated process and file-based information exchange, updating handover information still requires an error-prone manual process, leading to potential information loss. Additionally, no solutions are available for encoding drawings for updates and validation.

Originality/value
This study proposes a framework integrating blockchain to enhance the information management process and improve handover information quality.

The upsurge of digitalization in many sectors has been associated with better environmental outcomes. Recent policy change and international convergence has shown Net Zero (NZ) vision as a means of controlling global greenhouse gas emissions. This article focuses on construction sector and the complex transition to NZ through digital twins (DTs). It does so via a system thinking approach, 53 interviews, and 2 focus groups with DT experts. The key factors of this dual 'digital and green' transition are breaking down silos, collaborating across the supply chain and the need for a data-oriented approach in analyzing input, processing, and output of the DTs. Apart from unravelling the factors on how individual (asset) DTs can support NZ, their aggregates in a connected DT system of systems are also crucial to addressing the complexity of this transition at a larger scale. The article also offers new insights on the orchestrators of such system of DT systems and their governance mechanisms in meeting NZ. Additionally, one emergent finding relates to the evolution of associated concepts and terminologies. By identifying the complexity factors, this article also contributes to the management of increased risk that accompanies growing complexity.

Sociotechnical transitions are mostly seen in the literature as processes where actors and technologies in small niches peripheral to an organizational field, accumulate momentum, scale up, aggregate, and eventually bring about large-scale regime change. Foundational examples include the British transition from sailing ships to steamships and the American transition from traditional factories to mass production. Herein lies a paradox, transitions concern large scale system change for example transition to electric cars or renewable energy, but large-scale options for technological change driven by incumbents have received less attention in transitions research. This is an important opportunity for transition research to draw on the literature of project management research on large-scale projects. We bridge transitions research and project management research by exploring speciation and aggregation from both perspectives. We illustrate how this bridge may be instantiated drawing on published research and interviews on six megaprojects that have been instrumental in the digital transformation of UK construction: (i) the Channel Tunnel Rail Link, (ii) Heathrow Terminal 5, (iii) London Olympics, (iv) Crossrail, (v) Thames Tideway and (vi) High Speed Two. The speciation of digital technology seeds the process of aggregation and UK industry transition which is driven by incumbents at the organizational field core and ripples outward to its periphery. This is a reverse process to the one mostly considered in transition research where change initiates in small niches peripheral to an organizational field and propagates until it eventually brings about large-scale change to its core.

In today’s society, project work gains traction across many industries. As projects are characterised by novelty and uncertainty, emerging digital technologies promise solutions that improve performance and help deliver full benefits. Amidst this digitisation, digital technologies such as data analytics and Artificial Intelligence (AI) streamline the large amount of data generated. However, this critical information is only partially leveraged during and after projects to date. Project data are generated, collected, and analysed across all stages of project management and delivery. Eleni Papadonikolaki and Carlos Galera-Zarco conceptualise the relation between projects, information, and data, and discuss key application areas of data analytics in projects, for instance in scheduling and costing. Next, they present the state-of-the-art applications, means, and tools of data analytics in key areas of project management. Finally, they set out challenges and future opportunities around project data analytics especially with regard to leadership, teamwork, and talent management.