Digital transformation (DT) is expected to contribute to the construction industry's ability to meet climate and sustainable challenges and increase companies' productivity. This study aims to explore requirements for, and factors affecting DT in the construction industry. This research goes beyond the technology perspective and focus on factors needed to transform the potential of digitalisation to benefits for organisations in the construction industry. A structured literature review is performed where knowledge gaps are identified, and a framework is developed that maps the required changes, as well as the associated challenges, constraints, and implications.The construction industry & PRIME;s business-to-business logic, and the fragmented and project-based structure is found to have impact on the industry & PRIME;s development within DT. Mainly regarding the DT aspects disruption, structural changes, organisational barriers, and the central aspect value creation. The understanding of DT by scholars and practitioners in the construction industry is found immature and this calls for further research. The research contributes to understanding of the concept DT and proposes, based on earlier DT literature, an adjusted framework for DT in construction, and points out key areas where research in construction has gaps to fill.

Benefits of BIM are not being achieved as expected in the mainstream architecture, engineering, construction, and operation (AECO) industries. Here, we aim to contrast expected and realized BIM benefits in AECO companies and discuss explanations for why benefits proposed in literature have, or have not, been realized. A qualitative research approach is applied to collect and analyse interview data from 47 companies in Finland, Norway and Sweden. Findings show that realized benefits typically occur “within the current practice” of individual organizations' project-related work. In contrast, expected but not realized benefits are long-term, lifecycle oriented and challenge current business and practice. Our proposed explanations acknowledge that fully realizing the expected benefits of BIM suggested in the technology-driven research is restrained by the current sector state-of-practice and assumes a high degree of BIM maturity among all cooperating companies. Thus, we discuss how explanations relate to the fundamental change required to radically leverage the benefits of BIM, challenging both current ways of work and the ubiquitous assumption of clients as drivers for BIM implementation in the sector. Based on our research, we argue that client demand is insufficient to realize the promise of BIM. Suggested research implications include a need for greater supply-driven logic among suppliers of BIM expert services, and the integration of multi-disciplinary competencies within and beyond the traditional disciplines. The research demonstrates the gap between state-of-the-art BIM predicted in literature and mainstream industry's adoption and highlights the importance of extending BIM research to better account for socio-organizational and process aspects of benefits and adoption.

While measuring the performance of collaborative research and development (R&D) projects is critical for both practitioners and academics, it is rarely straightforward in practice. Based on first-hand experience of the performance measurement practice within an extensive, long-term, Swedish innovation programme named Smart Built Environment, this chapter provides a reflective account of the setup and challenges experienced. The programme was launched in 2016 and is a long-term initiative of up to 12 years. Backed by three state research agencies, it is, to date, the single largest investment in innovation, R&D in digitalisation made in the Swedish built environment sector. This chapter is written as a collaborative autoethnography, with three out of the five authors having had first-hand experience of the specific measurement initiative analysed. The chapter describes how the visionary objectives of the programme, related to sustainability, time, cost, and business logics, were developed and operationalised in practice. Furthermore, it is explained how several emergent challenges related to ambiguity in goal formulation, adaptation to contingencies of moving targets and temporal scope, and development of a multiplicity of assessment methods, were managed.