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Hazel Kyrk’s contribution is the most advanced formulation of the economics of consumption as a social phenomenon, an approach to the analysis of consumption that, originated from Veblen’s theory, was developed in the US in the early 20th century. This approach was part of a wider stream of empirical analyses of consumption expenditure that had begun more than a century earlier.

Along with elements that can be traced back to the neoclassical tradition, in Keynes’ analysis of consumption, we find original elements. The dependence of consumption expenditure on the level of income, which is essential for asserting the principle of effective demand, can also be found in a long tradition of empirical studies. In qualifying this relationship, Keynes uses theoretical elements echoing key insights of the economics of consumption as a social phenomenon. There is no documentary evidence that Kyrk or the economics of the social relevance of consumption came to Keynes’ attention. It is possible, however, to develop reasonable speculative considerations to argue a link between Keynes’ elaboration and both the empirical literature on the determinants of consumption and the economics of consumption as a social phenomenon.

Against a background context of Construction 4.0, this study aims to explore what digital leadership in construction firms is, why it is necessary and what considerations it involves. It provides a digital leadership considerations framework to aid organisational digital transformations.

To address the research question informing what digital leadership involves, an interpretivist study was conducted. Eleven purposively selected expert practitioners, including construction business leaders and company digital champions were surveyed using in-depth semi-structured interviews. This obtained insights and reflections on how construction leaders can impel digital transformations.

How construction leaders can embed the skills to drive such transformation in their firms, what the essential digital skills for construction businesses now are in Construction 4.0 and how leaders can attempt to evaluate the value of digital technology for their business practices, are all crystallised. Impacts of digital transformations on the construction workplace are also highlighted.

Because of this work, business leaders will be better equipped to lead and support further digital transformation efforts in Construction 4.0. Future research directions aid academics.

Clear definitions of digital transformation and digital leadership are provided, and a digital leadership considerations framework is provided to support firm-level digital transformations for Construction 4.0.