Institutional determinants and the IS success model enabling integrated project performance in construction projects: a dual-theory perspective

Purpose This study examines how institutional pressures and organizational factors influence integrated project performance in construction through information systems (IS) success mechanisms. Design/methodology/approach A quantitative cross-sectional survey of 344 construction professionals was analyzed using partial least squares structural equation modelling (PLS-SEM). The study integrates institutional theory with the IS success model to test direct and mediated relationships. Findings System quality, information quality, service quality and system use significantly enhance integrated project performance. Coercive pressure, organizational readiness and strategic vision for innovation exert strong direct and indirect effects, while mimetic pressure shows selective influence and normative pressure remains limited. The model demonstrates substantial explanatory power and predictive relevance. Originality/value This study develops and empirically validates a dual-theory framework, showing that digital performance in construction depends on the alignment of institutional forces, organizational capability and effective system utilization.