Augmented reality (AR) and virtual reality (VR), collectively referred to as “extended reality” (XR), have begun to diffuse in industry. However, the current levels of awareness, perceived limitations, and use of AR and VR, as well as the potential differences on these aspects between these technologies are still not well known. Moreover, it is unknown whether small and medium-sized enterprises (SMEs) differ from large companies on these issues. This research employed a mixed methods research design to address this gap by carrying out a cross-sectional survey (n = 208) to gauge European industrial companies’ level of AR and VR awareness and adoption, and by interviewing 45 companies in nine European countries in order to identify critical enabling factors in the adoption of XR for SMEs. Results show no statistical difference between the respondents’ perceptions toward AR and VR or in their use levels. Thus, examining AR and VR under the umbrella term XR seems justified, especially in the context of their organizational use. However, larger companies were found to be using XR more than SMEs. Analysis of interviews based on the technology–organization–environment framework also yielded several enabling factors affecting XR adoption and specified whether they are particularly highlighted in the SME context. Overall, this paper contributes to XR research by providing a holistic multi-country overview that highlights key issues for managers aiming to invest in these technologies, as well as critical organizational perspectives to be considered by scholars.

Beyond the pandemic, organizations need to recognize what digital assets, interactions, and communication processes reap the most benefits from virtual reality.

Social virtual reality (SVR) enables teams to operate in a virtual environment that simulates and enhances real-world interactions. However, there is an absence of empirical analysis of how SVR can affect the performance of virtual teams. This paper documents how SVR affects the formation of team cohesion (i.e., task cohesion and social cohesion), which is a critical success factor for team performance. To address this gap in the research, we conducted a qualitative study by interviewing 20 members from virtual teams assigned to perform a challenging collaborative task in SVR. As a contribution, our study identifies five primary affordances and 11 sub-affordances for team cohesion in SVR. We also found that team cohesion actualization was limited in the use of SVR environments of our study. However, we conclude that hindrances to team cohesion formation in SVR can be mitigated by focusing on the further development of material properties of SVR.

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Although the large majority of costs of buildings incur in the later operation and maintenance phase, major decisions affecting these costs are made in the early design and construction phases. Virtual Reality (VR) and Collaborative Virtual Reality (CVR) have been noticed to have significant potential in involving the expertise and needs of various stakeholders into the early design phases, increasing the quality of building designs and reducing related costs. Boundary Object Theory has been noticed useful in better understanding and improving the knowledge transfer of actors with different backgrounds and expertise. VR and CVR remain yet little studied as boundary objects. We will address this research gap in this study by aiming to understand how CVR can act as an adaptable boundary object in the building design phase of the facility life cycle. We have made use of a qualitative approach, consisting of a multiple case study approach and semi-structured interviews in Finnish AEC industry companies and organisations. We contribute to academic research by providing a deeper understanding of how CVR functions as a boundary object, which enhances the transfer of knowledge in new ways between various stakeholders in the building design phase.

Virtual reality (VR), augmented reality (AR) and mixed reality (MR) are collectively referred to as extended reality (XR). In recent years, the hardware and software of said technologies have developed to the point where multiuser experiences have been enabled; thus, the conversation surrounding social extended reality (SXR) has begun. SXR––or collaborative extended reality—has many possible use cases in a property’s life cycle, and the architecture, engineering, and construction (AEC) industry can be its forefront user. The AEC industry’s work assignments include visuality and multiple stakeholders; thus, the SXR’s level of applicability is high throughout the industry. Despite these possibilities, we need a more structured understanding of SXR use cases to aid in its deployment. The current research article examines and identifies the five key entities from those use cases: involving stakeholders in decision making, effective teamwork, remote assistance, training and simulation and sales and marketing; it also recognises the greatest potential entities for utilisation from a value-creation standpoint and considers the transferability of these entities to other business sectors. Qualitative empirical data were collected in twenty-one semi-structured interviews and three focus groups with professionals from the AEC industry. The focus groups and semi-structured interviews surveyed SXR’s use cases in the property life cycle, examined the situation of companies’ invocation of the technology and contemplated the benefits and obstacles of using SXR.