A multi-staged analysis to propose a construction hub framework to drive sustainable and digital transformation in the construction industry

Purpose This study proposes a novel framework for construction hubs to address the industry’s persistent issues of inefficiency, fragmentation, and sustainability. It evaluates how centralized resource platforms can drive innovation and sustainable transformation through a structured approach previously absent in the sector. Design/methodology/approach A mixed-method was adopted to develop a framework, particularly through an extensive multi-staged methodology that included a critical review of literature, interviews with industry, academics, and government representatives, along with multiple rounds of qualitative and quantitative analysis methods. The framework was validated through documentary case studies and expert panel sessions using the Delphi technique. Findings This study presents the first comprehensive typology of Construction Hubs, compriising four distinct innovation categories—services and operation, innovation and education, coordination and planning, and commercial—each addressing specific industry needs. The framework identified previously unexplored characteristics of hubs, including governance models (top-down, bottom-up, and middle-out), establishment forms (physical, digital, and hybrid), and business models (centralized and decentralized). Originality/value As the first study to systematically conceptualize construction hubs, this study bridges a significant research gap by conceptualizing construction hubs as transformation catalysts. The framework’s novelty lies in its systematic categorization of hub types and their dynamic interactions while identifying institutional drivers and barriers. It offers unprecedented guidance to industry stakeholders, policymakers, and researchers by providing a strategic outline for conceptualizing, establishing, and operating hubs.