@inproceedings{GutierrezL2026_2518,
  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. and Gan, Vincent},
  title = {From tools to behaviors: how a VDC implementation influences a construction company},
  booktitle = {Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)},
  year = {2026},
  pages = {1133--1144},
  address = {Singapore, Singapore},
  issn = {2789-0015},
  doi = {10.24928/2026/0218},
  url = {https://www.iglc.net/papers/details/2518},
  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.},
}