34th Annual Conference of the International Group for Lean Construction (IGLC 34) - Singapore, Singapore - 2026

https://doi.org/10.24928/2026/0218

From tools to behaviors: how a VDC implementation influences a construction company

Frederick Gutierrez L.1, Karina Piña L.2, Lizzet Macedo V.3 & Jorge L. Izquierdo R.4

1Doctoral Candidate Phd(c), Centrum Catolica Graduate Business School, Pontificia Universidad Catolica del Peru, Lima, Peru [email protected], orcid.org/0000-0003-4559-276X
2VDC Consultant, Idear Consultores, Lima, Peru, [email protected]
3VDC Consultant, Idear Consultores, Lima, Peru, [email protected], orcid.org/0009-0009-0680-9672
4General Manager, VyV Bravo Constructora, Lima, Peru, [email protected]

Abstract

Although VDC is often promoted to improve project performance, empirical evidence explaining how and when such improvements occur remains limited. This study examines VDC implementation from a behavioral perspective, focusing on observable changes in commitment-making, and learning routines. Using longitudinal data from a Peruvian construction company implementing VDC across eight residential and mixed-use building projects, the study analyzes behavioral indicators that readers can directly inspect. The findings show that VDC primarily functions as a behavioral catalyst, with the stabilization of social routines preceding technical proficiency. Early routines were socially fragile and required scaffolding through mentoring and visible leadership reinforcement. Staff turnover was identified as a significant moderating variable, creating an 11% gap in behavioral maturity between stable and unstable teams The study contributes empirical evidence to the Lean Construction literature by demonstrating how VDC functions as a socio-technical and behavioral intervention. It offers methodological guidance for grounding Lean research in observable data and provides practical insights for more sustainable VDC implementation.

Keywords

Virtual Design and Construction, lean construction, behavioral change, socio-technical systems, organizational routines.

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Reference in APA 7th edition format:

Gutierrez L., F., Piña L., K., Macedo V., L. & Izquierdo R., J. L.. (2026). From tools to behaviors: how a VDC implementation influences a construction company. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 1133–1144). https://doi.org/10.24928/2026/0218

Shortened reference for use in IGLC papers:

Gutierrez L., F., Piña L., K., Macedo V., L. & Izquierdo R., J. L.. (2026). From tools to behaviors: how a VDC implementation influences a construction company. IGLC34. https://doi.org/10.24928/2026/0218

 

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