IGLC.net
EXPORT DATE: 7 July 2026

@CONFERENCE{Gutierrez L.2026,
author={Gutierrez L., Frederick  and Piña L., Karina  and Macedo V., Lizzet and Izquierdo R., Jorge L.  },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={From tools to behaviors: how a VDC implementation influences a construction company}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={1133-1144},
url={http://www.iglc.net/papers/details/2518},
doi={10.24928/2026/0218},
affiliation={Doctoral Candidate Phd(c), Centrum Catolica Graduate Business School, Pontificia Universidad Catolica del Peru, Lima, Peru frederick.gutierrez@pucp.edu.pe, orcid.org/0000-0003-4559-276X ; VDC Consultant, Idear Consultores, Lima, Peru, karpinloz@gmail.com ; VDC Consultant, Idear Consultores, Lima, Peru, lizzetmacedov@gmail.com, orcid.org/0009-0009-0680-9672 ; General Manager, VyV Bravo Constructora, Lima, Peru, jizquierdo@vyvbravo.pe },
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. },
author_keywords={Virtual Design and Construction, lean construction, behavioral change, socio-technical systems, organizational routines. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}