While Systems Engineering adoption within the construction industry has increased over the past decades in response to growing complexity, stakeholder diversity, and lifecycle performance needs, the successful implementation of it remains inconsistent. Despite its theoretical maturity and proven benefits in multiple sectors, there are several factors that could counteract the outcome. Literature suggests that one of the most critical yet underexplored determinants of adoption is organizational culture. This thesis therefore investigates how organizational culture influences the successful adoption of Systems Engineering practices in construction projects.

The graduation project addresses this research question using two methods: literature review and semi-structured interviews. Initially, the extensive literature review was performed to create the foundation for understanding theories related to organizational culture and systems engineering. Then to collect as many contributing factors to successive outcomes, but also cultural enablers and constraints and their field of impact, offering a comprehensive overview. This study supports that successful SE adoption should be monitored across four interrelated dimensions: lifecycle-wide application of SE processes, effective execution of core technical practices (requirements management and verification & validation), organizational embedding, and realization of tangible and perceived benefits.

The literature review was followed by empirical research focused on the large-scale IJmuiden Ver Alpha onshore substation project. Semi-structured interviews with professionals helped identify the underlying beliefs, norms, and patterns that individuals perceive within their organization, while also capturing their practical insights into strategies for improving how systems engineering is enacted. Based on this synthesis, multi-level improvement strategies are proposed, addressing leadership alignment, strategic embedding, competence development, motivation, and the cultivation of supportive and learning-oriented cultural attributes.

In addition, the theoretical and empirical findings were synthesized into the development of a framework in the form of a Causal Loop Diagram that models the dynamic interdependencies between organizational culture and systems engineering adoption. It illustrates reinforcing and balancing feedback loops that explain how cultural conditions can either strengthen or weaken the institutionalization of systems engineering. The resulting framework highlights both the academic and practical relevance of the study by offering a systemic perspective on where organizations should intervene, identifying key leverage points for action while encouraging continuous monitoring of system behavior over time. The framework is expected to support systems engineering adoption in organizations by emphasizing that successful implementation requires not only technical and procedural capabilities, but also cultural awareness and transformation.

Innovation has been a key characteristic in the aerospace industry. Launch Vehicles, in comparison, have largely stayed the same over the years; this is changing with the emergence of New Space and the commercialization of space. Competition forces innovation, which leads to companies trying out new materials and propellants that will give them the edge, but such transitions are tied to uncertainty.
This research investigates how material transitions create and amplify uncertainty in megaprojects, focusing on two aerospace test campaigns. The study addresses how uncertainties arise, how they differ between technical and organizational domains, what strategies are used to mitigate them and how a framework can be developed to strengthen procurement and supply chain management in predevelopment.
The study is based on two case studies within ArianeGroup, supported by 12 expert interviews, project documents and a focus group. The Material Transition Map was developed as a tool to visualize interview data and analyze cascading uncertainty across technical and organizational dimensions. The findings show that while technical uncertainty is actively managed through structured modelling and testing processes, organizational uncertainty, especially in supply chains, is more difficult to control. Material transitions trigger cascading effects that link technical changes to procurement delays, supplier challenges and schedule risks. Reliance on heritage plays a dual role in mitigating and amplifying these effects.
Theoretically, the research connects project studies with transition studies, showcasing how material transitions trigger megaproject uncertainty. Empirically, it provides insights into aerospace test campaigns, a sector rarely examined in management literature. Practically, it delivers the Material Transition Map and the Predevelopment Supply Chain Framework, a tailored strategy, validated with practitioners, to support uncertainty management.

This study investigates how social capital can be developed to enhance team effectiveness in project-based cross-functional design teams within building team delivery methods. With this method, the contractor, client and other parties are involved early in the design phase to integrate their expertise into the design. Building on literature on social capital and team effectiveness, a sensitizing framework was created and empirically tested through a qualitative multiple-case study of three construction projects. Social capital is conceptualized as a dynamic and embedded emergent state, comprising of the structural, relational and cognitive dimension. Team effectiveness is described as the direct outcome of social capital encompassing both social actions and the intrinsic values experienced by team members. The study reveals that balanced development across all three dimensions of social capital, facilitated through continuous feedback loops and deliberate team practices, is essential for enhancing team effectiveness. The findings show how imbalances, particularly when the structural and cognitive dimension are neglected, can undermine team and project performance outcomes. A theoretical framework is proposed, emphasizing the need for clear roles, expectation management, critical dialogue and adaptive mechanisms. This research contributes a conceptual model for analyzing social capital in PBCFDTs and provides guidance for both practice and future research, suggesting longitudinal studies and broader application across project delivery methods. In short, the study shows that effective teamwork is not coincidental but built through deliberate social action enabled by social capital.

ASML designs extremely advanced lithography machines. When designing a new machine or one of its components, the behavior of the machine must be calculated and analyzed at system level to ensure that both static and dynamic requirements are met. Because meeting these requirements can be quite challenging, the design process often requires multiple iterations. Due to the size and complexity of these machines, the Finite Element Method (FEM) model is too large to solve in its entirety. Therefore, ASML uses a substructuring approach, in which multiple substructures are defined within the machine. For each of these, a Reduced Order Model (ROM) is created. This is a simplified representation of a complex model, which significantly reduces its size. To calculate the static and dynamic behavior at system level, the ROMs of the individual substructures are then connected.
Generating these ROMs is very time-consuming and they cannot be reused when parameters change. As a result, whenever a substructure is modified during one of the many iterations, a new ROM must be generated for that substructure. This significantly increases the overall duration of the design process. To address this issue, ASML is interested in methods that allow parameter changes to be applied directly within a ROM. Therefore, the aim of this research was to explore such techniques, assess how they could be integrated into ASML’s design process, and evaluate the extent to which they can help to speed it up. The scope of this research was limited to techniques used for static analysis. In line with this goal and scope, the following main research question was introduced: “To what extent can techniques that enable parametric changes within Reduced Order Models for static analysis contribute to speeding up ASML's design process?”.
The research followed the Design Science Research Methodology, including a literature review, interviews with ASML engineers, practical testing, and a case study. From this, it was ultimately concluded that the technique Proper Orthogonal Decomposition Radial Basis Function (POD-RBF) approximation can indeed help speed up ASML’s design process. However, an important limitation is that its constraints make the technique suitable only for scenarios where the coupling between the interface Degrees of Freedom (DOFs) in the substructuring context is minimal and the DOFs in a structure respond fairly linearly in relation to one another when certain parameter changes. The reason why the POD-RBF approximation can speed up the design process in these specific scenarios is not, as initially expected, due to skipping the reduction step, but rather because it also skips the regeneration of the FEM model. The resulting time savings are therefore much smaller than the potential gains from skipping the reduction step for dynamic analysis, which was found to take considerably longer than in static analysis. It is therefore recommended that future research focuses on this area.

The construction industry is increasingly embracing industrialised approaches to improve efficiency and reduce fragmentation. This research explores the development and management of product platforms, focusing on how industrialised construction companies enhance ecosystem collaboration to achieve sustainable business outcomes. The scope of the study includes understanding the process flow of product platform development, managing ecosystem boundaries, and ensuring partner alignment. The aim is to uncover the orchestration mechanisms that companies can use to better align their partners and facilitate collaborative platform development.
The findings reveal that different orchestration mechanisms—standardisation, nurturing, negotiation, and ownership—are emphasised depending on the company’s role within the ecosystem. Keystone companies prioritise standardisation and nurturing, while niche players focus on negotiation and ownership to protect their contributions. Additionally, the study highlights how the companies’ business models, company size, and market targets influence their approach to platform development. Cross-case analysis also revealed that effective management of ecosystem boundaries and regional regulations plays a critical role in product platform success.
In conclusion, industrialised construction companies can enhance ecosystem collaboration in product platform development by strategically balancing orchestration mechanisms and aligning ecosystem partners around shared goals, which are based on the company’s role.

Nowadays, it is a fact that there is an extremely high demand for hiring people almost every three months in the industry, so companies need to improve mentoring programs and accelerate the onboarding of new hires, particularly in hybrid work environments. This research study explores actionable interventions to enhance Knowledge Transfer [KT] using mentoring programs in the onboarding process supporting hybrid work environments, using ElvalHalcor as a case study.
After assessing the existing literature and specific models such as SECI and ADKAR, the research conducts a qualitative analysis through interviews to identify the challenges and coping strategies related to onboarding and Knowledge Transfer [KT]. These challenges, exacerbated by hybrid work models and informal onboarding processes, are addressed by proposing structured mentorship programs and advanced technologies to streamline the process.
Through the integration of suitable types of mentoring (peer, one-on-one, virtual) and incorporation of a new dual-mentor approach in the industry, combined with AI-driven tools and blockchain technology, and VR either for mentor-mentee pairing or for securing progress tracking, the industry can fill gaps in its current practices. These solutions are designed not only to enhance Knowledge Transfer [KT], boost employee engagement, and accelerate the time it takes new hires to reach full productivity but also to support a shift from traditional onboarding to a more adaptive, digital-friendly approach. By embracing digital and hybrid onboarding processes, organizations maintain synergy while investing in flexible options and interoperable software tools, promoting an agile and connected workplace.
Ultimately, the findings underscore the potential for industrial construction and manufacturing companies to enhance organizational efficiency and foster a culture of continuous learning in hybrid work environments. In an industry where complex projects demand rapid team integration, this research highlights the benefits of a structured, adaptive onboarding approach that improves safety, boosts productivity, and strengthens team cohesion from day one.

Since its emergence in 2008, blockchain technology has significantly expanded its scope, impacting various industries beyond its initial cryptocurrency applications. Its potential to enhance established practices is increasingly recognized, yet its application in the Architecture, Engineering, and Construction (AEC) industry has been relatively little researched to date, let alone been applied in practice. This research aims to develop a system facilitating the initiation and management of architectural projects on the blockchain, enabling multi-disciplinary collaboration and participation, by integrating blockchain technology into the AEC ecosystem. The proposed system is designed to allow architects, engineers, and designers, irrespective of their preferred design software, to contribute, manage and record their designs. By uploading these designs to the InterPlanetary File System (IPFS) and recording the IPFS hashes on the Ethereum blockchain, the system ensures immutable data provenance, transparent ownership representation, and heightened project transparency. Furthermore, this framework automates various aspects of project management, including contractual obligations, payments, and compliance verification through smart contracts. At the core of this research is a multi-step approach that begins with a literature review to establish the current state of blockchain applications within the AEC sector. The review focuses particularly on the potential of smart contracts, NFTs, and IPFS for improving the management of construction projects. A conceptual framework is then developed, drawing from the literature to designing a prototype system that integrates these technologies. The prototyping phase involves creating a blockchain-based system where architectural project management can be conducted securely and efficiently. Key to this phase is the crafting of smart contracts to automate project workflows and the use of NFTs for clear delineation of design ownership and achievements. The system also incorporates a method for offchain storage of design files through IPFS, connected to the blockchain, ensuring data integrity and easy retrieval. Systematic testing under certain scenario assesses performance and informs iterative optimization to refine the system's functionality. A performance evaluation strategy is employed to assess the prototype, ensuring its suitability for real-world applications in the AEC sector. This research develops a blockchain-based system in attempt to restructure project management in the AEC sector. Through iterative development, testing, and optimization, the objective of this study is to contribute to enhanced efficiency, transparency, and collaboration within the industry, exploring the potential benefits of integrating blockchain technology in a structured and measured manner.