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Adinyira, E, Adjei, E A G, Agyekum, K and Fugar, F D K (2021) Application of machine learning in predicting construction project profit in Ghana using Support Vector Regression Algorithm (SVRA). Engineering, Construction and Architectural Management, 28(05), 1491-514.
Alade, K and Windapo, A O (2021) Developing effective 4IR leadership framework for construction organisations. Engineering, Construction and Architectural Management, 28(05), 1377-96.
Bartlett, E and Howard, N (2000) Informing the decision makers on the cost and value of green building. Building Research & Information, 28(05), 315–24.
Bhattacharya, S and Momaya, K S (2021) Actionable strategy framework for digital transformation in AECO industry. Engineering, Construction and Architectural Management, 28(05), 1397-422.
- Type: Journal Article
- Keywords: 4ir; aeco competitiveness; comprehensive/integrating framework; continuity and change; digital transformation strategy; strategy as process and practice (sapp)
- ISBN/ISSN:
- URL: https://doi.org/10.1108/ECAM-07-2020-0587
- Abstract:
Purpose: The Fourth Industrial Revolution (4IR) holds the potential to improve capabilities- and technology-based innovation, which will enable breakout for architectural, engineering, construction and operation and maintenance (AECO) companies, for international competitiveness. Though the top management of such companies is convinced on the utility of the applications, they are unsure on the strategy of implementing the same. The objective of this research is to suggest a strategy framework for digital transformation of the AECO value chain. Design/methodology/approach: The nascent level of research on 4IR in construction necessitated the adoption of the integrative review methodology for the study. Extensive literature review of research on strategy and 4IR has been utilized to establish the validity of the first two pillars, namely “a strategy of simple rules in a complex environment; and deployment of dynamic capabilities.” The validation of a construct for the third pillar of “confluence of change and continuity forces” has been achieved via hypothesis testing of data obtained through a questionnaire survey. Findings: The present study has integrated three diverse ideas of strategy, named as the pillars, to facilitate sustainable digital transformation. Within the third pillar, top three continuity forces which offer resistance to change are organization culture, existing delivery processes and networks, and existing standard operating procedures. On the other hand, the leading drivers of change are needs of competitiveness; global industry trends and the advent of new technologies/innovations. Research limitations/implications: This provides a practical approach to operationalize digital transformation of the AECO at an organization level. The validation relied on opinion and perspectives of a sample frame in the Indian context, which was its limitation. Originality/value: This paper suggests a strategy framework of three pillars to help address specific strategy dilemmas during implementation of digital transformation of particular organizations in AECO. The study contributes to both theory and practice by helping leaders of AECO companies, associations, policymakers and the academia to strategize transformations successfully.
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Heerwagen, J (2000) Green buildings, organizational success and occupant productivity. Building Research & Information, 28(05), 353–67.
Hydes, K R and Creech, L (2000) Reducing mechanical equipment cost: the economics of green design. Building Research & Information, 28(05), 403–7.
Ismail, Z A B (2021) Towards a BIM-based approach for improving maintenance performance in IBS building projects. Engineering, Construction and Architectural Management, 28(05), 1468-90.
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Prabhakaran, A, Mahamadu, A M, Mahdjoubi, L, Manu, P, Che Ibrahim, C K I and Aigbavboa, C O (2021) The effectiveness of interactive virtual reality for furniture, fixture and equipment design communication: an empirical study. Engineering, Construction and Architectural Management, 28(05), 1440-67.
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