Eleni Papadonikolaki
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Where absorptive capacity resides
A locus study across firm and project boundaries in the twin transition
Absorptive capacity in construction is crucial for effectively managing change amidst the twin transition (digital and green transitions) that is significantly affecting existing practices in the sector. Concentrating on construction sector, this research examines how firms assimilate and use digital decarbonisation practices to improve their performance. Building on a multi-method qualitative dataset comprising interviews with 53 industry experts in the UK construction sector, archival data, and validation of our findings through focus group data, the study highlights the vital role of absorptive capacity in enabling firms to navigate and benefit from digitalisation and sustainability initiatives. The findings indicate that the potential absorptive capacity (acquisition and assimilation of knowledge) takes place mainly in firms whereas the realised absorptive capacity (transformation and exploitation) takes place mainly in the boundaries of projects they deliver. This offers a mutually reinforcing cycle of exploration and exploitation that can equip firms to meet contemporary challenges and institutional demands effectively to cope against the twin transition. Our study contributes with a four-phase process model for understanding the organisational change management processes required for the twin transition in project-based settings. Most existing research on absorptive capacity focuses on either organisational or industry-level dynamics, our study examines the loci of absorptive capacity (e.g., by examining firm and project boundaries) in a highly complex, project-driven industry such as construction.
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Absorptive capacity in construction is crucial for effectively managing change amidst the twin transition (digital and green transitions) that is significantly affecting existing practices in the sector. Concentrating on construction sector, this research examines how firms assimilate and use digital decarbonisation practices to improve their performance. Building on a multi-method qualitative dataset comprising interviews with 53 industry experts in the UK construction sector, archival data, and validation of our findings through focus group data, the study highlights the vital role of absorptive capacity in enabling firms to navigate and benefit from digitalisation and sustainability initiatives. The findings indicate that the potential absorptive capacity (acquisition and assimilation of knowledge) takes place mainly in firms whereas the realised absorptive capacity (transformation and exploitation) takes place mainly in the boundaries of projects they deliver. This offers a mutually reinforcing cycle of exploration and exploitation that can equip firms to meet contemporary challenges and institutional demands effectively to cope against the twin transition. Our study contributes with a four-phase process model for understanding the organisational change management processes required for the twin transition in project-based settings. Most existing research on absorptive capacity focuses on either organisational or industry-level dynamics, our study examines the loci of absorptive capacity (e.g., by examining firm and project boundaries) in a highly complex, project-driven industry such as construction.
Evaluating Competency Development Strategies to Enhance Digital Leadership in the Construction Industry
The Case of Entry-Level Professionals
Journal article
(2026)
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Risath Athamlebbe, Rahimi A. Rahman, Ahmad Tarmizi Haron, Eleni Papadonikolaki
In the digital era, digital leadership (DL) is a transformative paradigm that promotes innovation, enhances performance, strengthens collaboration, and improves adaptability, thereby accelerating digital transformation in organizations. However, DL remains overlooked in the construction industry. Developing DL competencies across the construction workforce is therefore critical to be competitive in the digital era. This study aims to evaluate the impact of competency development strategies on enhancing DL among construction industry professionals, using entry-level professionals as a case study. A systematic literature review (SLR) and interviews with construction industry professionals identified 50 DL competencies and 24 competency development strategies. A survey evaluating the importance of the competencies and the effectiveness of the development strategies received 102 responses from construction industry professionals. The collected data were analyzed using normalized mean analysis (NMA), exploratory factor analysis (EFA), and partial least squares structural equation modeling (PLS-SEM). NMA revealed 33 critical DL competencies and 13 critical competency development strategies. EFA uncovered three competency constructs: transformational, digital, and technical and managerial, and two competency development strategy constructs: intraorganizational efforts and industry-academic alignment. PLS-SEM results indicate that intraorganizational efforts significantly impact the development of all three competency constructs. In contrast, industry-academic alignment significantly impacts only transformational competence. These findings highlight the need for organizations to reinforce intraorganizational strategies while selectively leveraging external partnerships to cultivate a DL-ready workforce. However, as industry-academic collaboration primarily supports transformational competence, holistic DL capability is principally enabled through targeted intraorganizational strategies. This study is the first to examine DL competency development at a role-specific level by identifying critical DL competencies and competency development strategies, and evaluating how these strategies support distinct DL domains through a strategy-competency fit approach, a new angle in DL construction research. This study aligns with broader sustainability goals (UN SDG) related to quality education and industry, innovation and infrastructure.
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In the digital era, digital leadership (DL) is a transformative paradigm that promotes innovation, enhances performance, strengthens collaboration, and improves adaptability, thereby accelerating digital transformation in organizations. However, DL remains overlooked in the construction industry. Developing DL competencies across the construction workforce is therefore critical to be competitive in the digital era. This study aims to evaluate the impact of competency development strategies on enhancing DL among construction industry professionals, using entry-level professionals as a case study. A systematic literature review (SLR) and interviews with construction industry professionals identified 50 DL competencies and 24 competency development strategies. A survey evaluating the importance of the competencies and the effectiveness of the development strategies received 102 responses from construction industry professionals. The collected data were analyzed using normalized mean analysis (NMA), exploratory factor analysis (EFA), and partial least squares structural equation modeling (PLS-SEM). NMA revealed 33 critical DL competencies and 13 critical competency development strategies. EFA uncovered three competency constructs: transformational, digital, and technical and managerial, and two competency development strategy constructs: intraorganizational efforts and industry-academic alignment. PLS-SEM results indicate that intraorganizational efforts significantly impact the development of all three competency constructs. In contrast, industry-academic alignment significantly impacts only transformational competence. These findings highlight the need for organizations to reinforce intraorganizational strategies while selectively leveraging external partnerships to cultivate a DL-ready workforce. However, as industry-academic collaboration primarily supports transformational competence, holistic DL capability is principally enabled through targeted intraorganizational strategies. This study is the first to examine DL competency development at a role-specific level by identifying critical DL competencies and competency development strategies, and evaluating how these strategies support distinct DL domains through a strategy-competency fit approach, a new angle in DL construction research. This study aligns with broader sustainability goals (UN SDG) related to quality education and industry, innovation and infrastructure.
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.
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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.
Toward Reconceptualization and Measurement of Building Information Modeling Value
A Semisystematic Literature Review
Building information modeling (BIM) is widely recognized as a critical approach for enhancing efficiency and integration in project delivery. However, existing studies on BIM benefits and value remain fragmented, conceptually inconsistent, and predominantly focused on short-term, project-level outcomes. There is limited synthesis of how BIM value has been conceptualized and measured. This study adopts a semisystematic literature review to reconceptualize BIM value and examine prevailing approaches to its measurement. Drawing on 105 peer-reviewed articles, six dimensions of BIM value are identified: technology, coordination, business, organization, sustainability, and synergy. The analysis reveals a strong dominance of technical and managerial perspectives, with BIM value largely operationalized through short-term and quantifiable benefits. In contrast, long-term BIM value remain underexplored. Moreover, existing measurement approaches rely heavily on questionnaires and cost-benefit analyses, which are limited in capturing dynamic and long-term value creation processes. This study advances BIM research by providing an integrated conceptualization of BIM value and offering a theoretical foundation for value evaluation in practice.
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Building information modeling (BIM) is widely recognized as a critical approach for enhancing efficiency and integration in project delivery. However, existing studies on BIM benefits and value remain fragmented, conceptually inconsistent, and predominantly focused on short-term, project-level outcomes. There is limited synthesis of how BIM value has been conceptualized and measured. This study adopts a semisystematic literature review to reconceptualize BIM value and examine prevailing approaches to its measurement. Drawing on 105 peer-reviewed articles, six dimensions of BIM value are identified: technology, coordination, business, organization, sustainability, and synergy. The analysis reveals a strong dominance of technical and managerial perspectives, with BIM value largely operationalized through short-term and quantifiable benefits. In contrast, long-term BIM value remain underexplored. Moreover, existing measurement approaches rely heavily on questionnaires and cost-benefit analyses, which are limited in capturing dynamic and long-term value creation processes. This study advances BIM research by providing an integrated conceptualization of BIM value and offering a theoretical foundation for value evaluation in practice.
Rethinking artificial intelligence in projects
A paradox lens
To fully harness the potential of artificial intelligence in projects, project leaders must navigate a hybrid network of multi-faceted and intertwined tensions. Drawing on paradox theory, I propose that these tensions are paradoxical: persistent, interdependent and multi-level, requiring continuous navigation rather than point-solutions. Additionally, I theorise the interaction between humans and artificial intelligence, through the ‘paradox of interactivity’, ‘paradox of automation’ and ‘paradox of creativity’ by re-conceptualising the agency and affordances of artificial intelligence use in projects. Ultimately, I propose a ‘paradox portfolio’ view of artificial intelligence readiness in projects, where human and artificial intelligence interactions become central to organising.
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To fully harness the potential of artificial intelligence in projects, project leaders must navigate a hybrid network of multi-faceted and intertwined tensions. Drawing on paradox theory, I propose that these tensions are paradoxical: persistent, interdependent and multi-level, requiring continuous navigation rather than point-solutions. Additionally, I theorise the interaction between humans and artificial intelligence, through the ‘paradox of interactivity’, ‘paradox of automation’ and ‘paradox of creativity’ by re-conceptualising the agency and affordances of artificial intelligence use in projects. Ultimately, I propose a ‘paradox portfolio’ view of artificial intelligence readiness in projects, where human and artificial intelligence interactions become central to organising.
Blockchain-Based Decentralized Common Data Environment
User Requirements and Conceptual Framework
Journal article
(2025)
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Klaudia Jaskula, Dimosthenis Kifokeris, Eleni Papadonikolaki, Dimitrios Rovas
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.
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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.
Journal article
(2025)
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Abdelrahman M. Farouk, Rahimi A. Rahman, Ahmad Tarmizi Haron, Eleni Papadonikolaki
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 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. ...
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 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.
Journal article
(2025)
-
Abdelrahman M. Farouk, Ahmad Tarmizi Haron, Eleni Papadonikolaki, Rahimi A. Rahman
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.
...
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.
Modeling the Organizational Attributes and Strategies for Developing Accurate Digital Twins
The Case of Constructed Facilities
Journal article
(2025)
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Yuveelai Bunjaridh, Rahimi A. Rahman, Liyana M. Yusof, Eleni Papadonikolaki
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. ...
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. ...
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.
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.
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.
...
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.
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.
...
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.
Journal article
(2025)
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Abdelrahman M. Farouk, Ahmad Tarmizi Haron, E. Papadonikolaki, Rahimi A. Rahman
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.
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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.
Blockchain-based decentralised Common Data Environment
User requirements and conceptual framework
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.
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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.
Journal article
(2025)
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Eleni Papadonikolaki, Vadake (VK) Narayanan, Shankar Sankaran, Stewart Clegg
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.
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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 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.
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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.
Unveiling the complexity code
Navigating BIM-enabled projects with a project management complexity index
Journal article
(2024)
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Javad Bakhshi, Hamed Golzad, Igor Martek, M. Reza Hosseini, Eleni Papadonikolaki
Purpose:
This study aims to investigate the complexity factors associated with BIM-enabled projects. BIM has been widely promoted as a potential solution to numerous challenges that hinder productivity in construction projects, owing to its numerous advantages. Nevertheless, it is crucial to acknowledge the heightened complexity it introduces to project workflows, stakeholder coordination and information management.
Design/methodology/approach:
This study employs the Delphi method to identify and extract complexity factors specific to BIM-enabled projects. A panel of industry and academic experts is engaged to discern and prioritise these factors based on their expertise and knowledge.
Findings:
The study reveals a comprehensive list of 34 complexity factors that significantly impact BIM-enabled projects. Among the most influential factors are laws and regulations, variety of procurement methods, technical capabilities of teams, project manager competence, information transfer capacity, range of project deliverables and diversity of project locations. The findings highlight the importance of these factors and emphasise the need for proactive and adaptive management to navigate their impact and achieve positive project outcomes.
Originality/value:
This study introduces the DEBACCS framework, a metric-based model designed to understand and evaluate complexity within BIM-enabled projects. DEBACCS stands for seven key dimensions: diversity, emergence, belonging, autonomy, connectivity, context and size. These dimensions represent essential aspects for gauging project complexity. By applying the concept of complexity from project management to BIM, the study offers valuable insights for practitioners and researchers. It provides a unique perspective on the challenges and considerations associated with implementing and managing BIM in construction projects. The findings have practical value for practitioners, enabling them to better understand and address the implications of complexity in BIM-enabled projects, ultimately leading to improved project outcomes. ...
This study aims to investigate the complexity factors associated with BIM-enabled projects. BIM has been widely promoted as a potential solution to numerous challenges that hinder productivity in construction projects, owing to its numerous advantages. Nevertheless, it is crucial to acknowledge the heightened complexity it introduces to project workflows, stakeholder coordination and information management.
Design/methodology/approach:
This study employs the Delphi method to identify and extract complexity factors specific to BIM-enabled projects. A panel of industry and academic experts is engaged to discern and prioritise these factors based on their expertise and knowledge.
Findings:
The study reveals a comprehensive list of 34 complexity factors that significantly impact BIM-enabled projects. Among the most influential factors are laws and regulations, variety of procurement methods, technical capabilities of teams, project manager competence, information transfer capacity, range of project deliverables and diversity of project locations. The findings highlight the importance of these factors and emphasise the need for proactive and adaptive management to navigate their impact and achieve positive project outcomes.
Originality/value:
This study introduces the DEBACCS framework, a metric-based model designed to understand and evaluate complexity within BIM-enabled projects. DEBACCS stands for seven key dimensions: diversity, emergence, belonging, autonomy, connectivity, context and size. These dimensions represent essential aspects for gauging project complexity. By applying the concept of complexity from project management to BIM, the study offers valuable insights for practitioners and researchers. It provides a unique perspective on the challenges and considerations associated with implementing and managing BIM in construction projects. The findings have practical value for practitioners, enabling them to better understand and address the implications of complexity in BIM-enabled projects, ultimately leading to improved project outcomes. ...
Purpose:
This study aims to investigate the complexity factors associated with BIM-enabled projects. BIM has been widely promoted as a potential solution to numerous challenges that hinder productivity in construction projects, owing to its numerous advantages. Nevertheless, it is crucial to acknowledge the heightened complexity it introduces to project workflows, stakeholder coordination and information management.
Design/methodology/approach:
This study employs the Delphi method to identify and extract complexity factors specific to BIM-enabled projects. A panel of industry and academic experts is engaged to discern and prioritise these factors based on their expertise and knowledge.
Findings:
The study reveals a comprehensive list of 34 complexity factors that significantly impact BIM-enabled projects. Among the most influential factors are laws and regulations, variety of procurement methods, technical capabilities of teams, project manager competence, information transfer capacity, range of project deliverables and diversity of project locations. The findings highlight the importance of these factors and emphasise the need for proactive and adaptive management to navigate their impact and achieve positive project outcomes.
Originality/value:
This study introduces the DEBACCS framework, a metric-based model designed to understand and evaluate complexity within BIM-enabled projects. DEBACCS stands for seven key dimensions: diversity, emergence, belonging, autonomy, connectivity, context and size. These dimensions represent essential aspects for gauging project complexity. By applying the concept of complexity from project management to BIM, the study offers valuable insights for practitioners and researchers. It provides a unique perspective on the challenges and considerations associated with implementing and managing BIM in construction projects. The findings have practical value for practitioners, enabling them to better understand and address the implications of complexity in BIM-enabled projects, ultimately leading to improved project outcomes.
The future of digitalized project practices through data-savvy talent
A digital competence formation perspective
Journal article
(2024)
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Yan Liu, Ningshuang Zeng, Eleni Papadonikolaki, Kirk Maritshane, Paul W. Chan
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.
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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
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.
...
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
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.
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.
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.
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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.