Table 2. Strategies to overcome the... | Emerald Publishing

Table 2.

Strategies to overcome the challenges of I4.0-tech adoption in the CI

Strategy	Description
Training and skill development	Given the skills required to use I4.0-tech, the CI stakeholders require constant training and requalification of the workforce to meet current needs and future demands (De Soto et al., 2019). This could be in the form of reskilling (to relocate to a new position) or upskilling (new skills to optimise performance) (Souza and Debs, 2023)
Leadership	Digital leadership is required to support the firm-level digital transformation for I4.0 in the CI (Gledson et al., 2023). A well-thought-out digital strategy and a philosophy must be in place to push digital transformation (Taher, 2021)
Partnerships	Partnerships with other companies with digital capabilities are effective in promoting the adoption of I4.0-tech (Aghimien et al., 2022). Such partnerships could provide construction firms with innovative solutions and collaborative opportunities to share resources and successfully implement advanced technologies (Nagy et al., 2021)
Change management	Effective change management facilitates a shift in thinking and in how we work (Ma et al., 2019). Change management practices include effective change agents, establishing measured benchmarks, creating a realistic timeframe and communicating the benefits (Maali et al., 2020)
Showcase of case studies	Case studies and real-world examples demonstrating the benefits and value of I4.0 are essential for promoting its implementation (Mansour et al., 2023; Soltani et al., 2023)
Establish standards	Establishing standards and guidelines ensures that the benefits of I4.0 are fully used (Smith, 2014b). Standards allow everyone to operate on the same basis of understanding and implementation (Manley and McFallan, 2006; Ayinla and Adamu, 2018)
Government incentives	Government is recognised as One of the drivers of digitisation (Leviäkangas et al., 2017). Government incentives, mandates and funding programs are vital to motivate construction firms (Newman et al., 2021)

Strategy	Description
Training and skill development	Given the skills required to use I4.0-tech, the CI stakeholders require constant training and requalification of the workforce to meet current needs and future demands (De Soto et al., 2019). This could be in the form of reskilling (to relocate to a new position) or upskilling (new skills to optimise performance) (Souza and Debs, 2023)
Leadership	Digital leadership is required to support the firm-level digital transformation for I4.0 in the CI (Gledson et al., 2023). A well-thought-out digital strategy and a philosophy must be in place to push digital transformation (Taher, 2021)
Partnerships	Partnerships with other companies with digital capabilities are effective in promoting the adoption of I4.0-tech (Aghimien et al., 2022). Such partnerships could provide construction firms with innovative solutions and collaborative opportunities to share resources and successfully implement advanced technologies (Nagy et al., 2021)
Change management	Effective change management facilitates a shift in thinking and in how we work (Ma et al., 2019). Change management practices include effective change agents, establishing measured benchmarks, creating a realistic timeframe and communicating the benefits (Maali et al., 2020)
Showcase of case studies	Case studies and real-world examples demonstrating the benefits and value of I4.0 are essential for promoting its implementation (Mansour et al., 2023; Soltani et al., 2023)
Establish standards	Establishing standards and guidelines ensures that the benefits of I4.0 are fully used (Smith, 2014b). Standards allow everyone to operate on the same basis of understanding and implementation (Manley and McFallan, 2006; Ayinla and Adamu, 2018)
Government incentives	Government is recognised as One of the drivers of digitisation (Leviäkangas et al., 2017). Government incentives, mandates and funding programs are vital to motivate construction firms (Newman et al., 2021)

Source(s): Authors’ own work