A Phenomenological Study of Lean Labor Method Adoption in Commercial Construction Projects

Abstract

Labor productivity in the commercial construction industry remains significantly lower than in other sectors, despite decades of research advocating for lean construction methods to enhance efficiency. While lean principles have demonstrated effectiveness in improving workflow and reducing waste, their adoption within commercial construction remains limited, due to various psychological, cultural, financial, and organizational barriers. This phenomenological study explored experiences of project managers and focused on identifying key barriers such as organizational complexity, leadership and the adversarial culture of project stakeholders. In addition, the study will explore strategies for overcoming barriers such as cooperative planning, lead education and aligning cultural values. Grounded in Everett Rogers' Diffusion of Innovation theory, this research will examine how project managers implement lean methods, respond to employee feedback, and resolve issues during the adoption process. The qualitative research design utilized semi-structured interviews with project managers from various commercial construction firms in the United States. Participants were recruited through purposive sampling with assistance of the Lean Construction Institute (LCI). Participant insights were analyzed thematically for patterns in adoption barriers and effective strategies for overcoming resistance. By providing insights into the lived experiences of project managers, this research aims to contribute to industry practice and academic literature by offering recommendations to facilitate lean adoption and improve construction labor productivity. The findings were instrumental in guiding construction firms, industry leaders, and policymakers in developing targeted interventions that promote the broader implementation of lean methods.