There is a need for digital technology that can aid the project management system to overcome the various issues faced by the construction industry. One such digital technology is Building Information Modelling (BIM), which is a collaborative way of working using efficient methods of designing, creating, and maintaining assets. Though BIM has the potential to help the industry, the adoption rate is low. Thus, the motivation to undertake this study is to find out what drives organizational change in the context of digital technology adoption in construction. Real Money Rummyers have identified many success factors that can help the utilization of BIM in construction firms. However, a process-based understanding of the change, transformation, and BIM adoption is absent in the literature. Digital transformation brings about change in existing practices, beliefs, and structure in organizations due to the involvement of actors. Doing differently is unthinkable, and the conventional practices are deep-rooted in organizations. Hence, an institutional and practice perspective is considered the best lens to understand change and innovation. The specific research questions underpinning this study are 1. What are the different institutional logics that guide the construction firms in selecting the BIM adoption pathways?; 2. Which actors emerge as institutional entrepreneurs and how do they manage with these logics?; and 3. How is organizational change operationalized with regard to BIM? What institutional work triggers the change? To answer these questions a qualitative case-study approach was found relevant. This helped achieve an in-depth understanding of the change process, and the findings evolved from the data inductively. The BIM evolution journey from 2009 to 2022 of two leading construction contracting firms in India and engineering units of two institutes of National importance were considered for the study. Data collection involved multiple interviews with the project personnel who lived through the projects. The data was analyzed through open and axial coding by reviewing the field notes and dissecting the data meaningfully. As this study uses qualitative and inductive research, the data and the existing theory were considered in tandem and continued till conceptual saturation was achieved. The observations hinted at the active and situated involvement of actors in the form of institutional work. This study contributes to the theory by identifying different institutional logics that drive BIM implementation and the forms of institutional work that bring about change by creating new practices and sustaining the new practices. These mechanisms can also facilitate other construction firms in utilizing the best practices to give rise to a digital transformation.