Sociotechnical transitions are mostly seen in the literature as processes where actors and technologies in small niches peripheral to an organizational field, accumulate momentum, scale up, aggregate, and eventually bring about large-scale regime change. Foundational examples include the British transition from sailing ships to steamships and the American transition from traditional factories to mass production. Herein lies a paradox, transitions concern large scale system change for example transition to electric cars or renewable energy, but large-scale options for technological change driven by incumbents have received less attention in transitions research. This is an important opportunity for transition research to draw on the literature of project management research on large-scale projects. We bridge transitions research and project management research by exploring speciation and aggregation from both perspectives. We illustrate how this bridge may be instantiated drawing on published research and interviews on six megaprojects that have been instrumental in the digital transformation of UK construction: (i) the Channel Tunnel Rail Link, (ii) Heathrow Terminal 5, (iii) London Olympics, (iv) Crossrail, (v) Thames Tideway and (vi) High Speed Two. The speciation of digital technology seeds the process of aggregation and UK industry transition which is driven by incumbents at the organizational field core and ripples outward to its periphery. This is a reverse process to the one mostly considered in transition research where change initiates in small niches peripheral to an organizational field and propagates until it eventually brings about large-scale change to its core.@en

Transitions are processes of systemic change where niches peripheral to a sociotechnical regime accumulate momentum, scale up and eventually transform its core. In contrast to this dominant narrative in transitions research, infrastructure systems exhibit the reverse process as change propagates from the regime core to its periphery. We explore this under-researched process in the case of digitalization in UK construction. We analyse six UK megaprojects that span more than 30 years as a single longitudinal embedded case, and show how the adoption of digital technologies driven by regime incumbents, seeds the processes of technology adaptation, aggregation, and system transformation. The adoption of digital technologies by incumbents is necessary to cope with megaproject scale and scope. Their adaptation to technology instigates organizational level change that starts at the regime core, accumulates with each project and makes these changes ripple across the industry and transform it.

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