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Industry 4.0 is a promising concept that allows industries to meet customers’ demands with flexible and resilient processes, and highly personalised products. This concept is made up of different dimensions. For a long time, innovative digital technology has been thought of as the only dimension to succeed in digital transformation projects. Other dimensions have been identified such as organisation, strategy, and human resources as key while rolling out digital technology in factories. From these findings, researchers have designed industry 4.0 theoretical models and then built readiness models that allow for analysing the gap between the company initial situation and the theoretical model. Nevertheless, this purely deductive approach does not take into consideration a company’s background and context, and eventually favours one single digital transformation model. This article aims at analysing four actual digital transformation projects and demonstrating that the digital transformation’s success or failure depends on the combination of two variables related to a company’s background and context. This research is based on a double approach: deductive and inductive. First, a literature review has been carried out to define industry 4.0 concept and its main dimensions and digital transformation success factors, as well as barriers, have been investigated. Second, a qualitative survey has been designed to study in-depth four actual industry digital transformation projects, their genesis as well as their execution, to analyse the key variables in succeeding or failing. 46 semi-structured interviews were carried out with projects’ members; interviews have been analysed with thematic content analysis. Then, each digital transformation project has been modelled regarding the key variables and analysed with regards to succeeding or failing. Investigated projects have consolidated the models of digital transformation. Finally, nine digital transformation types have been identified.

Sexual health is insufficiently addressed in health care and higher education, which can lead to lower quality of life and negative health outcomes. To improve the situation, it is necessary to address both the needs of patients and professionals and collaboratively engage in finding sustainable solutions. The purpose of this paper is to explore the feasibility and value of large-scale digital coproduction in higher education.

A study of a project that developed seven interprofessional, digital master-level courses covering different topics related to sexual health. The project was performed through digital coproduction in higher education, with over 100 persons with various backgrounds working together online in designing content and novel digital learning activities.

Large-scale digital coproduction in higher education is feasible and valuable, but the process demands sensitive leadership, understanding of coproduction processes and willingness to learn from each other. To meet the demands from practice it is important to understand the complexity, ever-changing and unpredictable working life changes which, in turn, demands engagement in continuous learning, training activities and the need for formal education.

The study provides learning of the feasibility of the value of large-scale digital coproduction in higher education, which is a novel way of working in higher education.

Despite extensive academic research related to digital technologies (DT), their integration into architecture, engineering and construction (AEC) projects lags in practice. This paper aims to discover DT deployment patterns and emerging trends in real-life AEC projects.

A case study methodology was adopted, including individual case analyses and comparative multiple-case analyses.

The results revealed the temporal distribution of DT in practical AEC projects, specific DT products/software, major project types integrated with digital solutions, DT application areas and project stages and associated project performance. Three distinct patterns in DT adoption have been observed, reflecting the evolution of DT applications, the progression from single to multiple DT integration and alignment with emerging industry requirements. The DT adoption behavior in the studied cases has been examined using the technology-organization-environment-human (TOE + H) framework. Further, eight emerging trend streams for future DT adoption were identified, with “leveraging the diverse features of certain mature DT” being a shared recognition of all studied companies.

This research offers actionable insights for AEC companies, facilitating the development of customized DT implementation roadmaps aligned with organizational needs. Policymakers, industry associations and DT suppliers may leverage these findings for informed decision-making, collaborative educational initiatives and product/service customization.

This research provides empirical evidence of applicable products/software, application areas and project performance. The examination of the TOE + H framework offers a holistic understanding of the collective influences on DT adoption. The identification of emerging trends addresses the evolving demands of the AEC industry in the digital era.

Digital transformations of business processes are on the rise and the result is a need for a better understanding of how the elements of intellectual capital (IC) play a role in achieving successful digital project outcomes. New structural capital in the form of digital technologies must be identified and understood. Evolving skills of human capital in assimilating digital elements must also be considered, while collaboration within the development process involving relational capital provides a critical integration among these IC elements. This study illustrates the importance of identifying and managing the integration of IC components within an agile project management framework that are essential to achieving success for a digital initiative. More specifically, this study describes the process by which a multinational technology-based products company successfully developed a dynamic decision support platform utilizing an agile approach to guide a project management team to better manage the company's operations.

This study focuses on a case analysis approach of a multinational commercial and consumer products company. The paper presents existing research on the evolving state of project management for digital initiatives and focuses on agile methods. This study then delves into the case analysis that illustrates how IC played an integral role in the company successfully developing effective decision support involving an interactive dashboard using agile Project Management (PM), which enabled the project management team to better manage resources.

An examination at the case level illustrates that effective management and integration of IC has positive effects on project outcomes. While a balanced approach is evident as a requirement, the unique characteristics of the agile project management approach entails greater emphasis on select elements to adapt to a more dynamic development process.

This work depicts the complexities in providing analytic-based decision support in an agile/flexible project management scenario. This work adds to existing research by illustrating elements within IC categories and the elements' interdependencies that play an essential role in achieving success in this more flexible project environment.

This study presents a review based research framework that aims to influence memory institutions in their projects on digital storytelling from digitized ancient travel records. This study aims to influence research and policymaking related to design and delivery of services based on memory institutions’ collections of historical records.

The demonstrated research framework has been synthesized using inputs from a review of existing studies on the domain accompanied by a short survey created for collecting the opinion of selected experts. Studies demonstrating utilization of semantic web technologies and those that can influence policymaking related to digital storytelling were primarily reviewed.

The core tasks behind digital storytelling vary depending on the project goals. So, a two-part framework had to be proposed that covers the generic fundamental tasks with diverse applicability and digital storytelling related specific tasks separately. Also during the review, it was found that studies demonstrating the use of travel records for digital storytelling were less in number compared to studies using digital storytelling for tourism in general.

The demonstrated research framework can guide memory institutions in exposing their travel-related holdings to a wider audience using innovative semantic web technologies and open up avenues for future empirical research thereby adding to the novelty of the presented research. Also, reviews of articles on digital storytelling or digital humanities in general exist, but, review of digital storytelling initiatives focusing specifically on tourism and travel literature is scarce.

Digital transformation is essential for the development of the construction sector with the opportunities it offers to change and optimise the construction business. Digitalisation affects every stage and process, the whole value chain. As for some other industries, as well as in the construction sector, it provides several advantages and benefits which include increased productivity; increased speed of construction and saving time in the implementation of construction projects, significantly higher quality of accompanying construction documentation, etc. At the same time, there are some challenges related to the lag of digital transformation in construction when compared to other sectors. Some of these challenges are in the presence of some specific technical challenges, different degrees of application of new information technology in smaller construction companies, and so on which are often in the role of subcontractors and other parties involved in construction implementation. Despite the challenges, digital transformation has no alternative given the future upward development of the construction sector as the industry drives towards sustainability.

Previous research has demonstrated that Digital Twins (DT) are extensively employed to improve sustainable construction methods. Nonetheless, their uptake in numerous nations is still constrained. This study seeks to identify and examine the digital twin’s implementation barriers in construction building projects to augment operational performance and sustainability.

An iterative two-stage approach was adopted to explore the phenomena under investigation. General DT Implementation Barriers were first identified from extant literature and subsequently explored using primary questionnaire survey data from Hong Kong building industry professionals.

Survey results illustrated that Lack of methodologies and tools, Difficulty in ensuring a high level of performance in real-time communication, Impossibility of directly measuring all data relevant to the DT, need to share the DT among multiple application systems involving multiple stakeholders and Uncertainties in the quality and reliability of data are the main barriers for adopting digital twins' technology. Moreover, Ginni’s mean difference measure of dispersion showed that the stationary digital twin’s barriers adoption is needed to share the DT among multiple application systems involving multiple stakeholders.

The study’s findings offer valuable guidance to the construction industry. They help stakeholders adopt digital twins' technology, which, in turn, improves cost efficiency and sustainability. This adoption reduces project expenses and enhances environmental responsibility, providing companies a competitive edge in the industry.

This research rigorously explores barriers to Digital Twin (DT) implementation in the Hong Kong construction industry, employing a systematic approach that includes a comprehensive literature review, Ranking Analysis (RII) and Ginni’s coefficient of mean difference (GM). With a tailored focus on Hong Kong, the study aims to identify, analyze and provide novel insights into DT implementation challenges. Emphasizing practical relevance, the research bridges the gap between academic understanding and real-world application, offering actionable solutions for industry professionals, policymakers and researchers. This multifaceted contribution enhances the feasibility and success of DT implementation in construction projects within the Architecture, Engineering and Construction (AEC) sector.

This research analyzes the roles of users in innovative digital health collaborative projects from the perspective of the user by considering three dimensions: their motivation, project activities and the support of the partnership for their effective involvement.

The authors unraveled profiles of users by using a Q-methodological analysis of 24 statements and 44 service users. The statements for the three dimensions were designed according to previous models of stakeholder identification and customer participation in new product management.

The authors obtained two profiles that advocate active participation of users, though with a different degree of involvement. One of them supports the role of users as “advisors” of users' preferences and needs, and the other indicates a higher involvement of users as “cocreators” of the innovation, with the same contribution and responsibility as the other partners.

Previous research has analyzed user involvement in digital health, as part of wider research on factors leading to the success and adoption of innovations. Moreover, previous research has analyzed user involvement in innovation projects, but without differentiating between projects carried out by an individual organization and those conducted by a partnership. This research contributes to filling this gap by revealing users' expectations about their involvement and how they think they will fit in with the dynamics of collaborative projects.

Digital transformation is crucial for achieving high-quality development in the construction industry. Assessing the industry's digital maturity is an urgent necessity. The Digital Transformation Maturity Model is a potential tool to systematically evaluate the digital maturity levels of various industries. However, most existing models predominantly focus on sectors such as the Internet and manufacturing, leaving the construction industry comparatively underrepresented. This study aims to address this gap by developing a maturity model tailored specifically for digital transformation within the construction industry.

This study leverages the Capability Maturity Theory and integrates the unique characteristics of the construction industry to construct a comprehensive maturity model for digital transformation. The model comprises five critical dimensions: industry environment, strategy and organization, digital infrastructure, business process and management digitization, and digital performance. These dimensions encompass a total of 25 assessment indexes. To validate the model's feasibility and effectiveness, a digital transformation maturity assessment was conducted within China's construction industry.

The results of the maturity assessment within the Chinese construction industry reveal that it currently operates at the third level of digital maturity (defined level). The industry's maturity score stands at 2.329 out of 5. This outcome indicates that the developed model is accurate and reliable in assessing the level of digital transformation maturity within the construction industry.

This paper contributes both practical and theoretical insights to the field of digital transformation within the construction industry. By creating a tailored maturity model, it addresses a significant gap in existing research and offers a valuable tool for assessing and advancing digital maturity levels within this industry.

The impact of building information modeling (BIM) on various aspects of project management has attracted much attention in the past decade. However, previous studies have focused on a particular facet of project management (e.g., safety, quality, facility management) and within identified target journals. Despite numerous existing studies, there is limited research on the mainstream research topics, gaps and future research directions on BIM in project management. This study aims to conduct a bibliometric and science mapping review of published articles on BIM in project management and to identify mainstream research topics, research gaps and future research directions in this domain.

A science mapping approach consisting of bibliometric search, scientometric analysis and qualitative discussion was used to analyze 521 journal articles that were retrieved from the Scopus database and related to BIM in project management. In the scientometric analysis, keyword co-occurrence analysis and document analysis were performed. This was followed by a qualitative discussion that seeks to propose a framework summarizing the interconnection between the mainstream research topics, research gaps and future research directions.

Six mainstream research topics were found including (1) BIM-enabled advanced digital technologies, (2) BIM-based reinforcement and enhancement, (3) BIM and project composition, (4) BIM project elements and attributes, (5) BIM-based collaboration and communication and (6) BIM-based information and data. Moreover, this study discussed six research gaps, namely, (1) integration of BIM and other digital technologies, (2) future maturity of BIM applications in project management, (3) application of BIM in project components and processes, (4) role of BIM application in project elements and attributes, (5) impact of collaboration and communication in BIM application and (6) stability of information and data interaction. Furthermore, future research directions were discussed.

The findings and proposed framework contribute to providing a deeper understanding to researchers, policymakers and practitioners in the development of related research and practice in the domain of BIM in project management, thus, promoting digital transformation in project management. Overall, it adds to the global knowledge domain in BIM and promotes the need for digital and data integration, BIM maturity and BIM collaboration.