The fourth industrial revolution, called Industry 4.0, is transforming decision-making through the increasing use of information and digitization technologies. While Industry 4.0 is expanding rapidly in manufacturing industries, its induced transformations are gradually affecting other sectors, including the construction industry. In recent years, the use of 4.0 technologies in the construction industry, termed as ‘Construction 4.0’, has increased, mostly due to the immense potential of Industry 4.0 for improving the performance of construction projects and structuring their underlying management processes. This paper proposes a classification of existing literature on applications of Construction 4.0 technologies to allow for a better analysis of trends and gaps in the research. A total of nearly 200 research papers between 2009 and 2020 were reviewed and analyzed. Overall, the analysis shows that research on Construction 4.0 is closely aligned with the construction phase. Also, the most researched topics seem to be related to the management processes of quality, risk, and health and safety.

Little is known about the governance of inter-organizational networks for projects. This study empirically develops a theoretical framework for this, using 28 project networks as case studies, applying 124 interviews in ten countries. The abductively developed three-layered governance framework has the individual network for a project at its lowest layer, explained through Multi-level Governance Theory. This is steered by a middle layer for the governance of networks, addressing the steering of the different networks these organizations are part of. At the top is metagovernance, where the ground rules are set by governments or investors. For each layer, the governance dimensions, as well as the enablers and disablers between layers, are defined. The study’s resulting theory provides an overall understanding of the governance of multiple networks for projects and provides practitioners with the parameters to optimize their networks for better project results.

A strategic challenge facing all governments today is how to deliver services effectively and efficiently. At one time, they thought that they could meet this challenge by exploiting technology and going the E-government route with the promise of single-window, integrated, intelligent service delivery. Very quickly, however, they had to accept the fact that they would have to overcome a multitude of obstacles and that individual and corporate clients often preferred to receive service in traditional ways. As a result, the delivery of public services is becoming increasingly multichannel: over the counter, by mail and telephone, over the Internet, via text and television, etc. There is therefore a need to identify some kind of model for managing this highly complex new phenomenon effectively and efficiently. By conducting research in the field with the help of case studies and international benchmarking, it was possible to identify the main variables in the degree of effectiveness and efficiency of multichannel public service delivery and develop the outline of a model representing the underlying factors.

Purpose: Recent construction literature has been focusing more on integrative contracting approaches such as integrated project delivery (IPD). However, conceptual studies on integration in IPD literature are scattered and fragmented, that is, most of the studies only focused on the segmented dimension of integration. A systemic understanding of the concepts of integration in IPD project-based context is still lacking. To fill this gap, this paper analyzes two aspects of integration (dimensions and directions) in IPD literature and explores their extent in construction projects.Design/methodology/approach: Grounded theory review and focus group discussion approaches were employed to perform a thorough conceptual review of the literature, frame the research into the theory and increase the fundamental understanding of the concept of integration in IPD literature.Findings: In this study, IPD integrating techniques were identified and their integration dimensions and directions were discussed. Results show that integration in the project-based environment of IPD is a multidimensional construct. Based on organizational, contractual and operational characteristics of IPD projects, twenty-four integration mechanisms were identified and framed into seven clusters. The integration directions over project life-cycle were demonstrated in three contexts: (1) an on-site construction project, delivered traditionally, (2) an on-site construction project, delivered with IPD and (3) an off-site construction project, delivered with IPD.Originality/value: This paper gathers the segments of integration into a comprehensive overview, which can help researchers and practitioners explore elements of IPD project success more precisely. A theoretical framework of integration clusters is developed, based on IPD literature. The impact of IPD on on-site versus off-site construction is illustrated from an integration direction perspective. Finally, future areas of studies for researchers and practitioners about the concept of integration in an IPD context are discussed. This paper provides a point of departure for future theoretical and empirical explorations.

Applying design for manufacture and assembly (DfMA) principles in the construction industry has gained attention in recent years. Studies convey that the application of DfMA in construction projects can significantly enhance overall productivity. However, the literature on construction-oriented DfMA is still limited, and its application in real-life projects has been stifled due to various constraints. Following a design science research method, a systematic literature review was conducted to identify the construction-oriented DfMA implementation challenges. To address these challenges, a construction-oriented DfMA framework was theorized, verified in a project-based context, and validated through focus group discussions with off-site construction industry experts. In this study, 45 challenges were identified and categorized into eight main constraint categories: contractual, technological, procedural, cultural, commercial, geographical, financial, and technical/cognitive. The foremost challenges to the adoption of DfMA in construction projects seems to relate to the contractual and operational aspects and their associated stakeholders. This study provides insight into the challenges of implementing DfMA in the construction industry. The investigated challenges contribute to the theoretical and practice-based checklists of limitations for implementing DfMA methods and can inform future research. Finally, this paper introduces a framework for implementing DfMA and provides supporting field-based evidence for its application.