Leveraging Sensing as a Dynamic Capability: A Strategy-as-Practice Approach to Enhancing Organizational Resilience in Construction Firms

This study examines how construction firms operationalize sensing as a dynamic capability to enhance resilience in the face of escalating environmental pressures, addressing critical gaps in research on organizational adaptation within the construction sector. Grounded in the strategy-as-practice perspective, the research employs a qualitative case study approach, gathering data through semi-structured interviews. Thematic analysis reveals the mechanisms by which sensing capabilities are developed and applied, emphasizing structured systems, iterative reviews, and strategic integration of technology. Findings highlight that tools like Entrepreneurial Operating Systems, AI, and drones play a pivotal role in enabling real-time risk identification and decision-making. Leadership-driven cultural practices, including transparency, collaboration, and proactive problem-solving, further embed sensing within daily operations. Diversification strategies, reflective practices such as postmortems, and alignment of long-term goals with short-term objectives emerge as critical enablers of resilience. However, contextual challenges, including regulatory inconsistencies, competition from foreign firms, and socio-economic pressures like community disruptions, influence the efficacy of sensing practices. These insights underscore the importance of robust systems and adaptive strategies in fostering resilience amid volatility. This study provides actionable recommendations for practitioners to strengthen resilience through enhanced sensing and informs policymakers on fostering supportive regulatory and economic environments. The research advances both theoretical understanding and practical strategies for resilience-building in the construction sector, contributing to sustainable growth in a volatile industry landscape.