The construction industry is one of the least digitized industries in the world which results in projectdelays, poor quality, uninformed decision-making, and unnecessary spending. Initiatives from the governmentthat promotes digitalization will therefore play an important role. In Sweden, Smart Built Environment is suchan initiative, that through a bottom-up process where public and private actors from the built environment sectorcooperate in projects together to develop products and services in sustainable perspectives. However, there arechallenges when it comes to transferring and reaping benefits from knowledge developed in projects. The aimof the paper is to investigate how project outcomes from Smart Built Environment projects are handled andhow projects are linked to the program’s intended short-term effects. Through a case study and document analysison two projects, nine different semi-structured interviews with representatives of the organizations involvedin the projects were identified. As the Smart Built Environment's short-term effects were embeddedwith the project goals, it was concluded that the project results were linked to the program's intended shorttermeffects in theory, but that it becomes tangible when implemented in practice. Furthermore, the projectresults spread individually where it was implemented on future projects, internally within the organization inthe form of presentations, and finally through interest groups (BIM alliance) where it was presented to actorsin the entire built environment sector.

This research took its point of departure in the aspiration of large-scale change of the construction industry, where existing industry structures has been frequently criticized. To facilitate innovation and change in the Swedish construction industry, a strategic innovation program has been established based on the idea that research, innovation, and development should manifest itself through the mobilization of collaborative and actor-driven networks. Using a strategic innovation program to support inter-organizational collaboration and actor-driven change is a fairly new phenomenon in the context of construction and thus the subject of inquiry for this research. From a theoretical point of view, this can be understood in terms of a transition of a socio-technical system. Therefore, the purpose was to gain a deeper understanding of how a socio-technical transition of the construction industry could be facilitated. The research presented in this licentiate thesis has been conducted between September 2019 – March 2022 and has been a part of a research project called Program Generic Measurement Methods. This research has a qualitative inquiry and has been designed as a longitudinal case study to understand, and follow, this process of change. The data that has been collected consist of document collection, structured interviews, semi-structured interviews and an autoethnographic approach including observations and self-reflection. Actor-network theory, and specifically the concepts related to the translation process and black boxing, has been used as an analytical framework and facilitated the analysis of the collected data. This thesis increases the understanding of how a socio-technical transition in construction could be facilitated by analyzing the events that lead to the development of the strategic innovation program as well as events from the operational part of the program. Key actors in these processes are identified as well as their roles in a transition of the construction industry. The results indicates that this is far from a linear process that contains a lot of negotiation between participating actors. During this process, the role of digitalization changes when the intention of the program moves from its initiators to the actors engaged in different technological niches. A better integration of academia is asked for due to the complexity that digitally driven transition processes brings. Moreover, actors in the construction industry are encouragedto engage in technological niches to interact and collaborate in new, or modified, ways outside traditional construction activities since it stimulates learning and facilitate a deeper understanding of the challenges that actors in the construction process face together.