# Advancing BIM and Sustainability with Coopetition: Evidence from the Portuguese Stone Industry
## 5 Participant Selection  
The Ornamental Stone sector, a cornerstone of Portugal's rich cultural heritage and forward-looking innovation, has significantly contributed to iconic stone monuments worldwide since the 15 th century [48]. Leveraging Portuguese stone, engineering prowess, and generations of accumulated expertise, the OS-PT sector is deeply woven into the fabric of the nation's identity [49]. As the 21 st century progresses, Portugal has solidified its position as a leading producer of stone products, skillfully integrated into the global construction industry, a testament to its competitive edge on the international stage despite the country's modest geographic footprint [50].  
Portugal's ornamental stone industry, characterized by its vast and varied stone reserves, plays a crucial role in the global market. The shift towards digital collaborative efforts with customers and architects worldwide underscores a dynamic evolution; the sector's traditional strengths are being repurposed through innovation [15]. This emerging digital engagement, though still developing, is pinpointed as a critical growth avenue for Portuguese stone providers.  
According to the Portuguese Stone Federation (2022), the OS-PT sector exports to 116 countries, ranks as the ninth most significant player in the World International Stone Trade, and secures the second position globally regarding international trade per capita.  
With exports outstripping imports by 660% and a significant share of exports reaching markets outside Europe, the industry boasts a turnover of EUR 1.230 million. It supports over 16,600 direct jobs, making it a critical employment source, particularly in inland regions [51].  
The strategic implementation of the CEPN began by establishing direct and informal communication channels with the managing directors of potential participant companies. Multiple contacts and evaluations with companies revealed three significant operational constraints.  
The first constraint was the limited number of companies with technologically connectable production means. To address this issue, 43 of 661 transforming companies were evaluated in person, of which 23 were pre-selected for having production means technologically connectable to a digital platform.  
The second constraint was related to the logistical costs for the research team to operationalize data collection for the CEPN. It was observed that the larger the number of companies involved and the longer the data collection period, the higher the costs involved. Given the budget limitations and the \"pilot\" nature of the experimental project, it was determined that the CEPN should consist of a network of only three companies, with each data collection period not exceeding 60 days.  
The third constraint was the companies' discomfort with sharing critical data and information. To address this, a comprehensive confidentiality agreement was drafted to protect sensitive information regarding the companies' operations, clientele, employees, resources, and competitors.  
As a result of these trade-offs, three OS-PT companies were formally invited to participate in the study, and the respective confidentiality agreements were signed. To ensure anonymity, the three anonymized companies are designated as \"A\", \"B\", and \"C\".