Construction site operations often involve multiple actors with substantial variations in assumptions, expectations, and knowledge about technology. This could impair digitalization, which involves development of socio-cognitive environments that foster use of digital technology in new organizational procedures. Nevertheless, construction industry digitalization research has mainly addressed firm-level transformation of engineering phases and focused on technology, largely ignoring challenges arising from cognitive differences among actors at construction sites. Thus, we report a case study of attempts to spark construction site digitalization through a shared information management system (IMS). Applying technology frame of reference theory, we demonstrate how differences within groups among actors' frames (inconsistency) shape group-level frame misalignment (incongruence) and thus digitalization outcomes. The IMS was implemented successfully at the focal firm's headquarter and regional office levels. However, substantial construction site-level frame inconsistency led to misaligned group-level expectations and generated a fragmented socio-cognitive environment that hindered strategic digitalization. In conclusion, socio-cognitive environments at industry, construction site, and group levels recursively shape individual frames, and harmonization of frames is important to realize construction digitalization.

The generative nature of digital technology implies that during digital transformation (DT), organizations traverse multiple cycles of innovation and resource alignment. Still, extant research mainly chronicles DT as linear and contained phenomenon occurring in response to a dramatic environmental change event.How new resources align with previous ones into novel combinations, the work that supports continuous organizational capability building, and the temporal relationships between cycles of change in DT has received scant attention. Drawing on dynamic capability theory, we analyze innovation and resource alignment cycles driving DT at Lundqvist Trävaru AB, a small Swedish construction firm. Our study has at least two contributions. First, the analysis reveals three types of dynamic capabilities that shape resource generation and alignment in DT. Second, we provide a process model outlining the innovation and alignment cycles that fuel DT as they scale in the focal firm.