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The emergence of Construction 4.0 technologies provides an impetus for radical change and rejuvenates the interest of stakeholders in addressing long-standing performance issues in the construction sector. However, construction firms struggle to implement Construction 4.0 technologies for performance measurement and improvement. Therefore, the purpose of this research is to develop a conceptual model of innovation management for implementing Construction 4.0 that guides and facilitates the strategic transformation of construction firms.

A conceptual model of innovation management is presented, and the findings are synthesised based on a literature review, 20 semi-structured interviews, two focus group discussions, three workshops, expert consultation and observations on three digitally-enabled projects. Data were inductively analysed using thematic analysis.

The analysis of empirical data revealed: (i) Four scenarios that could lead the industry to different futures, based on the extent of research and development, and the extent of integration/collaboration; (ii) Construction 4.0 capability stages for a sustained implementation route; (iii) Possible business model configurations derived from servitisation strategies; and (iv) Skills management challenges for organisations.

First, the empirical data was only collected in the UK with its unique industry context, which may limit the applicability of the results. Second, most of the research data comes from the private sector, without the views of public sector organisations. Third, the model needs to be further validated with specific data-driven use cases to address productivity and sustainability issues.

Successful Construction 4.0 transformation requires a concerted effort of stakeholders, including those in the supply chain, technology companies, innovation networks and government. Although a stakeholder’s action would depend on others’ actions, each stakeholder should undertake action that can influence the factors within their control (such as the extent of collaboration and investment) and the outcomes.

The conceptual model brings together and establishes the relationships between the scenarios, Construction 4.0 capability stages, business models and skills management. It provides the first step that guides the fuzzy front-end of Construction 4.0 implementation, underpins the transformation to the desired future and builds long-term innovation capabilities.

Internet based information and communication technology provides the opportunity for small firms to improve their competitiveness. This paper presents a methodology that responds to the needs of small firms whilst overcoming the constraints to their use of these technologies. Key features of this methodology are: provision of a turnkey package of hardware, software, installation and training for Internet connection and operation; identification of opportunities for integrating Internet ICT into business processes that will deliver performance improvement; ongoing IT and business support for a year. The effectiveness of this methodology was examined during its application in 21 SME automotive component suppliers in the West Midlands region of England. This exercise found that 90 per cent of firms continued to use their Internet based ICT capability after a year.

The small business sector of the UK economy is extremely important and the government expends considerable resources in providing support services for this sector. This paper investigated the reasons why SMEs move from traditional commerce to e‐commerce, the efficacy of the support services and the barriers encountered by SMEs adopting e‐commerce. The research methodology involved literature review and interviews with SMEs’ owner‐managers and a UK Online business adviser. It was found that at least two “e‐commerce stars” used by the government to promote its support services had in fact not used those services. The historical relationship problems between Business Link and SMEs were still causing problems. Cost was not seen as an inhibitor to adopting e‐commerce. Some evidence was emerging that e‐commerce may be able to save failing or struggling businesses. Other unexpected outcomes were that e‐commerce had social benefits for SMEs’ owners in reducing working hours yet still increased sales.

This paper aims to improve the understanding of e‐business, competitive advantage and their roles in the UK SMEs. This paper uses case studies to examine what is needed for SMEs to change from an “old” traditional business strategy to a new “e” business strategy.

A range of academic and practitioner literature related to IT, e‐business, and different business models is reviewed. Nine case studies were used to collect information from SMEs in the UK.

It may be possible for some SMEs to integrate the internet technology into an overall strategy and this new technology could lead to a competitive advantage. However, owners' attitudes towards new technology, the knowledge and skills of management and the workforce are recognised as potential problematic issues.

The results of an academic literature review and nine case studies were employed to construct a prototype of an e‐business model named “Competitive Advantage Through E‐business” (CATE‐b). In that respect the CATE‐b prototype model identifies possible e‐business application areas and proposes a plan for e‐business integration.

The purpose of this paper is to use tenets of the complexity theory in order to study the effect of various determinants of firm’s performance, such as CEO’s compensation and age, for the case of 72 insurance companies.

The authors identify the asymmetries in the data set by creating quantiles and using contrarian analysis. Instead of ignoring this information and use a main effects approach, all the available information in the data set is taken into account. For this purpose, the authors use qualitative comparative analysis to find alternative equifinal routes toward high firm performance.

Five configurations are found which lead to high performance. Every one of the five configurations is found to be sufficient but not necessary for high firm performance.

The research findings contribute to a better understanding of the determinants of firm’s performance taking into account the asymmetries in the data set. The authors identify alternative paths toward high firm performance, which could be vital information for the decision maker inside a firm.