Organizational Culture for Construction Enterprises in the Fourth Industrial Revolution

Construction industry is slow to innovate and adopt new technology. Construction innovation can be disruptive or enabling, depending on the organizational culture of construction enterprises. Since organizational culture shapes business practices, there is the need to understand the implications of organizational culture on innovation adoption. The aim of this conceptual study is to recommend the organizational culture type for construction innovation adoption in the Fourth Industrial Revolution (Industry 4.0). The methodology includes the interpretivism research philosophy, inductive research approach, and qualitative research methodological choice. Using the integrative literature review, qualitative/textual data were gathered on the dimensions of Industry 4.0, organizational culture types, and the dominant organizational culture types among construction enterprises in eleven countries. The findings include the need to manage change in the digitalization of processes and products involved in construction activities’ value co-creation. The adhocracy culture is recommended as best supporting innovation adoption in the rapidly diffusing era of Industry 4.0. This could be subjective; hence, a limitation and theoretical implication for a future empirical study to validate.