Can business models minimise lean implementation barriers in construction industry? : a systematic literature review

Abstract

Lean construction (LC) is a strategic concept for eliminating non-value-added activities and striving to increase value delivery in the construction industry. However, various barriers hinder its widespread adoption. To overcome these obstacles, Business Models (BMs) could offer a potential solution to facilitate and enhance the integration of lean principles in the sector. However, there are lack of a study examining how the integration of BMs can minimise the barriers to lean implementation. Therefore, this paper reviews whether can lean construction implementation barriers be minimised through business models in the construction industry. This aim was achieved through a systematic literature review (SLR). An SLR was conducted to identify key themes, trends, and gaps in the existing research. The findings reveal a growing interest in LC and BMs, with a significant increase in publications since the early 2000. The analysis identifies leading countries, research areas, and key keywords in the field. BM publications are concentrated in the United States, China, and Europe, while LC research is more globally distributed. The keyword "barrier" is most prominent, followed by “lean mplementation” and “performance” in “lean construction” research. The central theme of the “business model” connects to concepts like “lean start-up” and “lean management”, highlighting the integration of lean principles focused on efficiency and waste reduction. Overall, the research provides valuable insights into the interplay between LC and BMs, offering guidance for researchers and practitioners striving to increase value delivery in the construction industry