Industry 4.0 embraces digitization and smart products or processes that are integrated with several technological developments to control the entire value chain of workflows. The construction industry is also captivated with the idea of Industry 4.0 transformation that changes the traditional system into digital and cyber-physical system that interacts and connects across the geographical and organizational borders. However, as construction is commonly known as a low-technologically advanced industry, studies on Industry 4.0 in construction still remains elusive, as compared to other sectors such as manufacturing, electrical and electronic engineering and computer science. Therefore, this study aims to explore the current state of Industry 4.0 application from the construction engineering perspective. A systematic literature review (SLR) was conducted to identify publications related to Industry 4.0 in construction. A bibliometric analysis has been outlined through exclusion and inclusion principles, while a scientometric analysis has been further applied to enhance the SLR findings through ‘science mapping’ visualization techniques. This study presents the relevance, along with the movement, adoption and adaption of Industry 4.0 in the construction industry that further enables the spark of new ideas, in effort to realize and comprehend the current and future technological transformation in construction.

In construction, greater emphasis is often placed on the economic and environmental aspects of sustainability, rather than social. Nonetheless, neglecting one of the sustainable pillars in construction, especially social sustainability, can lead to issues such as poor security and health. Previous studies on social sustainability in construction were mostly conducted in isolated contexts, where inadequate attention was placed on stakeholders’ responsibility throughout project life cycle. Therefore, this study aims to establish the social sustainability attributes in construction, subsequently relating this concept to two key aspects of construction: project life cycle and stakeholder involvement. This systematic literature review-based study has established nine main attributes with 20 sub-attributes, where Health and Safety was found to be the most dominant attribute, whilst Human Rights is the least acclaimed attribute for social sustainability. Further, the mapping of social attributes against the varying degrees of stakeholder involvement at different phases of project life cycle provides a definable understanding of social sustainability in construction, through the three elements of attributes, stakeholders, and project life cycle. The mapping would enable project clients to prioritise the selection of social sustainability attributes (what/how), relevant to their projects by engaging with relevant stakeholders (who) throughout construction project life cycle (when).

Purpose: The purpose of this paper is to identify, review and classify the key practice indicators of successful team integration in construction projects, with the intention of gaining a greater insight into how they influence team dynamics.Design/methodology/approach: This is a review paper that draws on existing research and, through observation of previous studies, identifies patterns to produce a greater understanding of the indicators affecting team integration in construction projects.Findings: The review identified 15 key practice indicators of team integration from the literature, which together form the basis for transforming disparate project teams into a highly integrated team. It is argued that although there is an element of interdependence between some of the indicators, for the purpose of defining team integration practice by means of key indicators it is important to consider them independently because each indicator represents a key element of team integration practice. The indicators were classified as either “Relationship Oriented Indicators”, whereby the relationship between project teams is directly influenced through human behaviours, or “Non‐Relationship Oriented”, whereby relationships are indirectly influenced by putting systems or processes in place to promote, or at the very least allow, members of different functions to collaborate.Practical implications: The process of integration is a result of a combination of many indicators and this review presents a complete picture of team integration for construction projects developed from past team integration research. It is hoped that the proposed framework will make a contribution by providing the necessary groundwork for further research and development in this area, with the aim of bridging the current gaps in the understanding of team integration in the construction management discipline.Originality/value: Although there is a diversity of current thinking on team integration practice in construction projects, there is currently no consolidated set of key indicators embedded in integration practice. This study achieves that while recognising a complex system of interdependency between some of the indicators. It further extends the team integration literature by providing deeper insights into the characterisation and importance of exercising and improving integration practice.

Purpose: – The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand. Design/methodology/approach: – A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice. Findings: – Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring. Research limitations/implications: – The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand. Practical implications: – The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance. Originality/value: – The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework.

Purpose: Despite the wave of enthusiasm for building information modelling (BIM) as a platform for information sharing, issues from the context of information-sharing behaviours still exist. The purpose of this paper is to explore the behavioural factors for successful information sharing in BIM projects in Malaysia. Design/methodology/approach: Based on a literature review, a questionnaire was designed containing seven identified behavioural factors and their sub-elements. Data were collected through a questionnaire survey with 42 experienced BIM practitioners. In addition to that qualitative semi-structured interviews were conducted with nine construction practitioners in the Malaysian construction industry. Initially, a descriptive statistical analysis was adopted, followed by multivariate analysis that was employed to examine the possible effect of demographic attributes (i.e. nature of organisation and work experience in BIM) on the behavioural factors. Findings: The analytical results indicated that communication, accountability and trust were the top three behavioural factors influencing successful information sharing. Additionally, the majority of the behavioural factors on information sharing were found to be not significantly dependent on both, the nature of organisations and the level of BIM experiences. Overall, the success of information sharing in the digital environment (i.e. BIM) depends on organisational behaviour supported by the collaborative constructs. Research limitations/implications: Due to the fact that BIM implementation in Malaysia is still in its infancy, this study was limited to local context with small-scale BIM practitioners. Therefore, their views may not represent all BIM-related stakeholders in the industry. Practical implications: The success of information sharing in BIM projects is a result of a combination of various factors, and this study provides construction practitioners with information on the behavioural factors, which could assist them in creating collective and collaborative information sharing in a digital environment. Originality/value: Despite the fact that this study is country specific, the paper presents a new perspective on the behavioural context of information sharing in BIM projects. The findings further extend the current BIM literature by providing an insight into what it takes for project teams to reinforce their information sharing in the Malaysian digital environment through improvements in behaviours.