Enabling Lean Construction 4.0 Through Human-Centric Digital Transformation: Organisational Leadership Insights
Date
Authors
Bidhendi, Ali
Poshdar, Mani
Babaeian Jelodar, Mostafa
Hamzeh, Farook
Supervisor
Item type
Journal Article
Degree name
Journal Title
Journal ISSN
Volume Title
Publisher
Emerald
Abstract
Purpose This study investigates the challenges construction organisation leaders face when implementing human-centric digital transformation to enable Lean Construction 4.0. It aims to provide insights into how organisations can effectively manage the human aspects of digital transformation while addressing industry-specific barriers to lean implementation. Design/methodology/approach The research employed a qualitative approach through semi-structured interviews with senior organisation leaders from construction organisations across New Zealand, Australia, the UK and Denmark. Data analysis followed a systematic thematic analysis approach to identify key challenges and patterns. Findings The study revealed ten key challenge areas in implementing human-centric digital transformation for Lean Construction 4.0: strategic vision communication, organisational competencies assessment, training development, resource allocation, employee involvement, value integration, technological adoption, performance monitoring, well-being support and cultural reinforcement. Critical barriers include the industry’s traditionally low-profit margins limiting investment capacity, high staff turnover rates complicating training initiatives and resistance from long-tenured employees transitioning from memorised to documented processes. The findings highlight how the construction industry’s unique characteristics create distinct challenges in terms of implementing Lean Construction 4.0 that extend beyond general digital transformation barriers. Originality/value This study is among the first to specifically examine human-centric digital transformation challenges in implementing Lean Construction 4.0 in construction organisations from a leadership perspective. It contributes to both theory and practice by providing a comprehensive understanding of the barriers that leaders face when implementing digital transformation while maintaining a human-centric focus. The findings bridge the gap between theoretical understanding and practical implementation of Lean Construction 4.0, offering insights for construction organisations seeking to balance technological advancement with human factors.Description
Keywords
33 Built Environment and Design, 3302 Building, Generic health relevance, 0905 Civil Engineering, 1202 Building, 1503 Business and Management, Building & Construction, 3301 Architecture, 3302 Building, 4005 Civil engineering
Source
Engineering, Construction and Architectural Management, ISSN: 0969-9988 (Print); 1365-232X (Online), Emerald, 1-27. doi: 10.1108/ecam-03-2025-0388
Rights statement
© Ali Bidhendi, Mani Poshdar, Mostafa Babaeian Jelodar and Farook Hamzeh. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at Link to the terms of the CC BY 4.0 licence.