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

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.