Abstract

In a bid to optimize jobsite safety, wearable sensing devices (WSDs) are slowly emerging as a class of viable tools with strong potential to improve safety measurement and monitoring. While some industries have successfully utilized WSDs, such as smart personal protective equipment (PPE), to track data related to health, fitness, or even location, the construction industry has been relatively slow in implementing WSDs. Although some progress is expected, construction management research is yet to provide clear evidence of the impact of WSDs on vital project and organizational performance metrics such as safety and productivity. To fill this gap, the present study established the first WSD success model using multiple complementary frameworks and theories. The success model comprises individual adoption factors that influence individual WSD use and highlights implementation success indicators needed to evaluate adoption success. It was tested using survey questionnaires retrieved from 415 users of WSDs in the United States. Test results indicate the success model was a good fit. Moreover, findings suggest a strong positive relationship between the use of WSDs and individual performance, and project performance. This hybrid model provided critical insights on the impact of WSDs on workers’ performance, project metrics, as well as essential information for supporting the increased adoption of WSDs. It is believed that this framework will also guide construction practitioners in the effective integration of WSDs into their work processes.

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Data Availability Statement

Some or all data, models, or code that support the findings of this study are available from the corresponding author upon reasonable request. This includes survey data, path diagrams, and data derived from structural equation modeling.

Acknowledgments

This work was supported by the Small Study Program administered by the Office for Research and Economic Development (ORED) at the University of Alabama.

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Journal of Construction Engineering and Management
Volume 147Issue 7July 2021

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Received: Jun 30, 2020
Accepted: Dec 30, 2020
Published online: Apr 27, 2021
Published in print: Jul 1, 2021
Discussion open until: Sep 27, 2021

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Ph.D. Student, Dept. of Civil, Construction, and Environmental Engineering, Univ. of Alabama, 3043 HM Comer, Tuscaloosa, AL 35487 (corresponding author). ORCID: https://orcid.org/0000-0002-5838-3441. Email: [email protected]
Chukwuma Nnaji, A.M.ASCE [email protected]
Assistant Professor, Dept. of Civil, Construction, and Environmental Engineering, Univ. of Alabama, 3043 HM Comer, Tuscaloosa, AL 35487. Email: [email protected]
Assistant Professor, Dept. of Construction Science, Univ. of Texas at San Antonio, 501 W. Chavez Blvd., San Antonio, TX 78207. ORCID: https://orcid.org/0000-0001-8723-8609. Email: [email protected]
Assistant Professor, Myers-Lawson School of Construction, Virginia Tech, 1345 Perry St., Blacksburg, VA 24061. ORCID: https://orcid.org/0000-0001-9145-4865. Email: [email protected]

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