Organisational actors' motivations and building performance traps: Evidence from case studies and modelling on interactions of reputation, identity and collaboration

摘要

Buildings are estimated to be responsible for 37% of GHG emissions in the UK (CCC, 2014, p. 153; IEA & OECD, 2015). Despite recent innovations in design, materials, techniques and technologies, the UK's construction industry consistently fails to deliver energy efficient buildings (Palmer, Terry, & Armitage, 2016). There is ample evidence of a gap between performance estimated during design and the actual performance in operation (Zero Carbon Hub, 2014; Palmer et al., 2016). A performance gap is observed also for occupant well-being and indoor environmental quality (IEQ), as these often suffer from unintended consequences of narrowly focused energy policy (Davies & Oreszczyn, 2012; De Wilde, 2014; Shrubsole, Macmillan, Davies, & May, 2014). reviewed many Barriers to building performance acts at different steps of the building delivery, from briefing, to construction and operationalisation, and varying in nature from skills to communication and responsibilities (Zero Carbon Hub 2014). Yet, the root causes of these barriers and how they emerge from the wider social, economic and regulatory context of the building industry are unclear (Ryghaug & Sorensen, 2008). For policy formulation it is paramount to account for these emerging barriers and to avoid the siloed approach leading to unintended consequences, disjointed efforts and policy resistances (Davies & Oreszczyn, 2012; Shrubsole et al., 2014), and look at the built environment as a complex socio-technical system (Macmillan et al., 2014; Shrubsole et al., 2018).