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

dc.contributor.authorLawanga, PWAH
dc.contributor.authorSandanayake, YG
dc.contributor.authorRanadewa, KATO
dc.date.accessioned2025-01-22T04:03:00Z
dc.date.available2025-01-22T04:03:00Z
dc.date.issued2024
dc.description.abstractLean 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 industryen_US
dc.identifier.conferenceSpatial Dynamics: Envisioning tomorrow’s Design through Advanced Practicesen_US
dc.identifier.doihttps://doi.org/10.31705/FARU.2024.38en_US
dc.identifier.emailHlawanga.it@gmail.comen_US
dc.identifier.emailysandanayake@uom.lken_US
dc.identifier.emailtharusharanadewa@yahoo.comen_US
dc.identifier.facultyArchitectureen_US
dc.identifier.pgnospp. 369-377en_US
dc.identifier.placeMoratuwaen_US
dc.identifier.proceeding17th International Research Conference - FARU 2024en_US
dc.identifier.urihttp://dl.lib.uom.lk/handle/123/23215
dc.identifier.year2024en_US
dc.language.isoenen_US
dc.publisherFaculty of Architecture Research Uniten_US
dc.subjectBusiness Models (BMs)en_US
dc.subjectConstruction Industryen_US
dc.subjectLean Construction (LC)en_US
dc.subjectSystematic Literature Review (SLR)en_US
dc.titleCan business models minimise lean implementation barriers in construction industry? : a systematic literature reviewen_US
dc.typeConference-Full-texten_US

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