Study on Circular Economy Implementation Propensity of Construction Companies in Context of Prevailing Management Styles
Source abstract
Abstract
The construction sector significantly impacts the environment. Buildings and non-building structures require natural resources and technical nutrients to be constructed and maintained. One of the most important challenges is the mitigation of their usage for construction projects. In the context of insufficient knowledge about the most effective leadership patterns for sustainable construction projects, one may wonder if there is one dominant style of management represented by construction companies. In turn, the challenges faced by these organizations can be related to how to effectively implement the circular economy (CE) concept, and thus reduce the negative externalities of the construction industry. Transition to sustainable construction requires the involvement of change leaders. In this article, based on a literature review and questionnaire, it was revealed that it is extremely difficult to distinguish one prevailing leadership style in construction companies. Besides, a path to CE maturity has been shown as a continual pursuit. The consistency enables effective promotion of the concept of CE in the construction company. The research allowed the identification of three explicit phases, disharmony, euphoria, and harmony, in becoming the CE-matured construction enterprise.
Source: crossref · Quality: baseline
Research context
OpenAlex topics: Sustainable Supply Chain Management · Sustainable Building Design and Assessment · Construction Project Management and Performance
SciVX discovery tags are terminology-based. OpenAlex topics are source-provided classifications.
Affiliations
Faculty of Civil and Environmental Engineering and Architecture, Bydgoszcz University of Science and Technology, Kaliskiego 7, 85-796 Bydgoszcz, Poland
Linares Higher Polytechnic School, University of Jaén, 23071 Jaén, Spain
References (58)
Show source-provided references
1. The Circular Economy in the Construction and Demolition Waste Sector—A Review and an Integrative Model Approach10.1016/j.jclepro.2019.119238 ↗
2. Circular Economy in the Building Sector: Three Cases and a Collaboration Tool10.1016/j.jclepro.2017.12.010 ↗
3. The Use of Circular Economy Practices in SMEs across the EU10.1016/j.resconrec.2019.03.019 ↗
4. BIM Competencies for Delivering Waste-Efficient Building Projects in a Circular Economy10.1016/j.dibe.2020.100036 ↗
5. Human Behavior and Environmental Sustainability: Promoting a pro-Environmental Behavior by Harnessing the Social, Psychological and Physical Influences of the Built Environment10.1051/e3sconf/20172302003 ↗
6. Beyond the ‘Iron Triangle’: Stakeholder Perception of Key Performance Indicators (KPIs) for Large-Scale Public Sector Development Projects10.1016/j.ijproman.2009.05.005 ↗
7. He, Z., and Chen, H. (2021). An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example. Appl. Sci., 11.10.3390/app11104668 ↗
8. Liu, S.F., Fan, Y.J., Luh, D.B., and Teng, P.S. (2022). Organizational Culture: The Key to Improving Service Management in Industry 4.0. Appl. Sci., 12.10.3390/app12010437 ↗
9. Developing Critical Success Factors for Integrating Circular Economy into Modular Construction Projects in Hong Kong10.1016/j.spc.2021.11.010 ↗
10. A Review on Current Advances in the Energy and Environmental Performance of Buildings towards a More Sustainable Built Environment10.1016/j.rser.2017.04.027 ↗
11. Integration of BIM and GIS in Sustainable Built Environment: A Review and Bibliometric Analysis10.1016/j.autcon.2019.03.005 ↗
12. Balancing Employees’ Extrinsic Requirements and Intrinsic Motivation: A Paradoxical Leader Behaviour Perspective10.1016/j.emj.2021.11.008 ↗
13. Seijts, G.H., and Milani, K.Y. (2021). The Application of Leader Character to Building Cultures of Equity, Diversity, and Inclusion. Bus. Horiz., in press.10.1016/j.bushor.2021.07.007 ↗
14. Impact of Leadership Styles on Employees’ Attitude towards Their Leader and Performance: Empirical Evidence from Pakistani Banks10.1016/j.fbj.2016.05.002 ↗
15. Promoting and Impeding Safety—A Qualitative Study into Direct and Indirect Safety Leadership Practices of Constructions Site Managers10.1016/j.ssci.2019.01.008 ↗
16. Górecki, J. (2020). Simulation-Based Positioning of Circular Economy Manager’s Skills in Construction Projects. Symmetry, 12.10.3390/sym12010050 ↗
17. System Theory Based Hazard Analysis for Construction Site Safety: A Case Study from Cameroon10.1016/j.ssci.2019.06.007 ↗
18. A Knowledge-Based Risk Management Tool for Construction Projects Using Case-Based Reasoning10.1016/j.eswa.2021.114776 ↗
19. The Relationship between Success Criteria and Success Factors in Organisational Event Projects10.1016/j.ijproman.2013.08.008 ↗
20. Evolution of Leadership Theory10.1177/0256090919900205 ↗
21. The Dynamics of Group Action
22. Curran, K.E. (1975). A Causal Investigation into the Relationships Between Supervisory Leadership Styles and Subordinate Satisfaction and Performance, Louisiana State University and Agricultural & Mechanical College.
23. Likert, R. (1961). New Patterns of Management, McGraw-Hill.
24. Blake, R.R., and Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence, Gulf Publishing Company.
25. Hersey, P., and Blanchard, K.H. (1988). Management of Organizational Behavior, Prentice Hall. [5th ed.].
26. McGregor, D. (1960). The Human Side of Enterprise, McGraw-Hill.
27. Fiedler, F.E. (1967). A Theory of Leadership Effectiveness, McGraw-Hill.
28. Reddin, W.J. (1970). Managerial Effectiveness, McGraw-Hill.
29. Leadership Communication in Project Management10.1016/j.sbspro.2014.03.021 ↗
30. Ofori, G., and Toor, S.-R. (2021). Leadership in the Construction Industry. Developing Authentic Leaders in a Dynamic World, Routledge. [1st ed.].10.4324/9781003038757 ↗
31. Dani, A.A., Roy, K., Masood, R., Fang, Z., Lim, J.B.P., Santamouris, M., Dani, A.A., Roy, K., Masood, R., and Fang, Z. (2022). A Comparative Study on the Life Cycle Assessment of New Zealand Residential Buildings. Buildings, 12.10.3390/buildings12010050 ↗
32. MacArthur, E. (2022, March 07). Foundation the Butterfly Diagram: Visualising the Circular Economy. Available online: https://ellenmacarthurfoundation.org/circular-economy-diagram.
33. Masood, R., Lim, J.B.P., González, V.A., Roy, K., and Khan, K.I.A. (2022). A Systematic Review on Supply Chain Management in Prefabricated House-Building Research. Buildings, 12.10.3390/buildings12010040 ↗
34. How to Convince Players in Construction Market? Strategies for Effective Implementation of Circular Economy in Construction Sector10.1080/23311916.2019.1690760 ↗
35. Diotti, A., Cominoli, L., Plizzari, G., and Sorlini, S. (2021). Experimental Evaluation of Recycled Aggregates, Washing Water and Cement Sludge Recovered from Returned Concrete. Appl. Sci., 12.10.3390/app12010036 ↗
36. Moura, C., Nascimento, L., Loureiro, C., Rodrigues, M., Oliveira, J., and Silva, H. (2022). Viability of Using High Amounts of Steel Slag Aggregates to Improve the Circularity and Performance of Asphalt Mixtures. Appl. Sci., 12.10.3390/app12010490 ↗
37. Bennett, F.L. (2003). The Management of Construction. A Project Lifecycle Approach, Butterworth-Heinemann.
38. Nuñez-Cacho, P., Górecki, J., Molina-Moreno, V., and Corpas-Iglesias, F. (2018). What Gets Measured, Gets Done: Development of a Circular Economy Measurement Scale for Building Industry. Sustainability, 10.10.3390/su10072340 ↗
39. Circular Economy Strategies for Adaptive Reuse of Cultural Heritage Buildings to Reduce Environmental Impacts10.1016/j.resconrec.2019.104507 ↗
40. Translating the Circular Economy to Bridge Construction: Lessons Learnt from a Critical Literature Review10.1016/j.rser.2019.109522 ↗
41. Grant Thornton International Ltd (2020). Women in Business 2020: Putting the Blueprint into Action, Grant Thornton International Ltd.
42. Circular Economy Maturity in Construction Companies
43. How Employee Behaviors Effect Organizational Change and Stability10.1016/j.jbusres.2019.11.049 ↗
44. The Social Scientific Study of Leadership: Quo Vadis?
45. A Reputational Model of Authority10.1016/S0167-2681(01)00192-5 ↗
46. Eloff, I., and Ebersöhn, L. (2004). Keys to Educational Psychology, UCT Press.
47. Soliman, K.S. (2019). Environmental Knowledge Management in Construction Company. Education Excellence and Innovation Management Through Vision 2020, Proceedings of the 33rd International Business Information Management Association Conference, Granada, Spain, 10–11 April 2019, IBIMA.
48. Organizational Environmental Footprint in German Construction Companies10.1016/j.jclepro.2016.05.065 ↗
49. Gehlot, M., and Shrivastava, S. (2021). Sustainable Construction Practices: A Perspective View of Indian Construction Industry Professionals. Mater. Today Proc., in press.10.1016/j.matpr.2021.09.493 ↗
50. Debating the Sustainability of Solar Energy: Examining Resource Construction Processes for Local Photovoltaic Projects in France10.1016/j.erss.2020.101725 ↗
51. Decision-Making Interaction among Stakeholders Regarding Construction and Demolition Waste Recycling under Different Power Structures10.1016/j.wasman.2021.06.025 ↗
52. Sustainable Production: In Search of European Model for Reducing Environmental Impact
53. Green Construction Supply Chain Management: Integrating Governmental Intervention and Public–Private Partnerships through Ecological Modernisation10.1016/j.jclepro.2021.129986 ↗
54. Evolutionary Game Analysis of Stakeholders’ Decision-Making Behaviours in Construction and Demolition Waste Management10.1016/j.eiar.2020.106408 ↗
55. Relationship Between Leadership Styles and Project Success in the South Africa Construction Industry10.1016/j.proeng.2015.10.091 ↗
56. Influence of Selected Stakeholders of Construction Investment Projects on the Course of Project10.1088/1757-899X/245/7/072018 ↗
57. Risk Management in Construction Project: Taking Fairness into Account10.1088/1757-899X/245/7/072024 ↗
58. Relation between Construction Company Size and the Use of Recycled Materials10.1016/j.jobe.2021.103523 ↗