TY  - CONF
TI  - From tools to behaviors: how a VDC implementation influences a construction company
AU  - Gutierrez L., Frederick
AU  - Piña L., Karina
AU  - Macedo V., Lizzet
AU  - Izquierdo R., Jorge L.
AD  - 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
AD  - VDC Consultant, Idear Consultores, Lima, Peru, karpinloz@gmail.com
AD  - VDC Consultant, Idear Consultores, Lima, Peru, lizzetmacedov@gmail.com, orcid.org/0009-0009-0680-9672
AD  - General Manager, VyV Bravo Constructora, Lima, Peru, jizquierdo@vyvbravo.pe
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
ED  - Gan, Vincent
PY  - 2026
DA  - 2026/06/22
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
CY  - Singapore, Singapore
SP  - 1133
EP  - 1144
DO  - 10.24928/2026/0218
SN  - 2789-0015 (ISSN)
AB  - 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.
KW  - Virtual Design and Construction
KW  - lean construction
KW  - behavioral change
KW  - socio-technical systems
KW  - organizational routines.
L1  - https://www.iglc.net/papers/details/2518/pdf
UR  - https://www.iglc.net/papers/details/2518
DB  - IGLC.net
LA  - English
N1  - Export date: 04 October 2026
ER  -