Implementing circular practices in a construction clients’ organisation. Strategic interventions on intra-organisational barriers for operationalising TU Delft’s circular campus ambitions

What the paper says

Purpose Owing to the many involved stakeholders, major challenges in the transition to a circular construction (CC) sector have an organisational nature. This study aims to better understand how intra-organisational changes can advance the transition. Design/methodology/approach The Delft University of Technology’s (TU Delft) circular campus ambition serves as a single case study. Construction projects are examined through desk research and interviews. Barriers to circular strategies are analysed using a framework that combines the R-Ladder for hierarchies of CC practices with organisational levels used for transition management. Findings Most barriers occur on the operational and tactical level, while most possible interventions are located on the tactical to strategic level. Current endeavours mostly target mid-R-Ladder strategies at the operational and tactical level. The linear accounting and project development frameworks remain significant tactical barriers within the campus real estate and facility management (CRE&FM) department. Moreover, strategic tooling such as consistent monitoring and forward dashboarding is lacking. Furthermore, CRE&FM is leading the implementation but is dependent on its parent organisation, in which measurable goals, understanding of their implications, as well as a circular financial framework, are largely missing. Practical implications The study provides valuable insight and practical recommendations for (semi-)public RE owners to support the CC transition from within their organisation. Originality/value This study advances knowledge on intra-organisational transition management and offers a new analysis framework that combines circular strategies and different management levels.