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In order to solve the problem of lack of appropriate tools in the lean construction of construction projects, a framework of digital lean construction is proposed as a whole, and its management platform is implemented for construction phase by integrating lean construction with digital technologies. The concept of digital lean construction is proposed, its management model is constructed and refined, and the corresponding management platform is implemented for the construction phase. The framework is verified by holding an expert workshop and applying the management platform to typical construction projects. The research contributes not only to the establishment of the theoretical foundation to upgrade lean construction, but also to accelerating the transition from lean construction to smart lean construction. Two directions of future research are expected, i.e., to enhance the integration of the lean tools and digital technologies and clarify the transition to smart lean construction. Due to the complexity of lean construction and the lack of tool support, its widespread application have not been found significantly up to now. The development of digital technologies provides a potential solution to address this issue. Based on the integration of lean construction and digital technologies, a framework that includes management models and a management platform for digital lean construction was established in this paper. Then, a management platform was developed and applied to verify the management framework. It facilitates not only the efficient collaboration of the participants, but also the easy application of lean principles in the projects. The framework is expected to enhance quality, reduce management costs, and improve management capabilities in the projects. It provides a theoretical foundation for lean management and digital transformation upgrades of enterprises to drive changes in construction industry production methods and the corresponding management practices, promoting the high-quality development of the construction industry. [ABSTRACT FROM AUTHOR]

The follow-up issue is one of the major factors that limit the application of construction automation and robotics. Specifically, many research results with fundamentally good ideas end up gathering dust on a shelf without any follow-up research and development (R&D) or applications. Nevertheless, some construction companies have successful experience in the follow-up issue. Therefore, this study presents and analyzes the processes from R&D to follow-ups of four representative Chinese construction companies that developed their own automation and robotic products and implemented them continuously. Based on the four cases, an intercase analysis was conducted, and 11 influential factors that lead to successful follow-ups were identified. To understand the identified factors effectively, they were then categorized according to an existing theoretical framework, i.e., the technology–organization–environment (TOE) framework, which is widely used in studies on innovation adoption. As a result, four technological factors (interdisciplinary cooperation, continuous R&D, pilot test, and technological foresight), five organizational factors (company size, human resources, development strategies, organizational structure, and management system), and two environmental factors (market demand and competitive pressure) are obtained. Suggestions are proposed for both the technology providers and adopters, such as establishing industrial alliances, training interdisciplinary personnel and skilled workers, and expanding the business scope to promote wider implementations. It is expected to be valuable for the stakeholders in many countries and regions with the need to implement construction automation and robotics because the analysis has not been confined to the practice in China. [ABSTRACT FROM AUTHOR]