Purpose Government initiatives to improve construction have increasingly become more focused on introducing a repertoire of technologies to transform the sector. In the literature on construction industry transformation through policy-backed initiatives, how firms will respond to the demands to adopt and use innovative technologies and approaches is taken for granted, and there is scarcely any attention given to the institutional implications of transformation agenda. The purpose of this paper is to discuss these gaps and offer directions for future research. Design/methodology/approach Following a synthesis of literature on the UK’s industry transformation agenda, the authors use the concepts of institutional logics, arrangements, complexity and strategic responses to suggest seven research questions that are at the nexus of policy-backed transformation and institutional theory. Findings In this paper, the authors argue that increasing demands for the adoption and use of digital technologies, platforms, manufacturing approaches and other “industry-4.0”-related technologies will reconfigure existing logics and arrangements in the construction industry, creating a problem of institutional complexity for general contracting firms in particular. Originality/value The questions are relevant for our understanding of the nature of institutional complexities, change, strategic firm responses, field-level dynamics and implications for the construction industry in relation to the transformation agenda. This paper is positioned to spur future research towards exploring the consequences of industry transformation through the lens of institutional theory.

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PurposeWidespread efforts to promote the use of building information modelling (BIM) as part of the construction industry transformation agenda in many advanced countries are yet to reach the wished-for effects. While there are various studies on the factors influencing BIM adoption, empirical evidence detailing how construction companies can successfully adopt BIM in their organisations remains scarce. This paper identifies and describes how enabling factors are implemented by large UK contractor firms to transform their organisations using BIM for projects.Design/methodology/approachA qualitative exploratory approach is employed in this paper. Data are gathered through 42 semi-structured interviews with professionals in strategic and management roles in construction companies in the UK, followed by case studies of five leading main contractor companies selected to provide examples of how they implemented the identified enablers.FindingsThis research identifies and describes six key enabling factors that influence successful BIM adoption and implementation, namely, committed leadership and management; a digital transformation strategy with realistic objectives; building a capable supplier network; building trust-based relationships with clients; upskilling employees; and establishing a robust structure for effective collaboration and communication.Practical implicationsNine practical recommendations are provided to guide construction firms in taking steps to adopt and use BIM in their organisations and for their projects.Originality/valueThis study provides empirical evidence detailing how key enablers are implemented towards successful BIM adoption and use by large UK contractors.

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