Business Model Reconfiguration in Green Construction: A
Theoretical Perspective
A. Abuzeinab1 and M. Arif1
1
Management in Construction Research Centre (MIC),
School of the Built Environment,
University of Salford, Maxwell Building, M5 4WT
Manchester, UK
Email: a.abuzeinab@edu.salford.ac.uk; m.arif@salford.ac.uk
Abstract:
Business models describe the business logic of a particular company and green
business model is when a company changes part(s) of its business model and thereby
both captures economic value and reduces the ecological footprint in a life-cycle
perspective. In this paper, business model literature is reviewed with the intention of
promoting learning to understand the economic complexity of environmental
sustainability in the construction context. Although the green construction literature
does not explicitly deal with the changes of construction companies business model,
there is a considerable research that implicitly investigates features and elements of
the business models of green construction. Key features from this literature are: green
value propositions should always be related to customer/stakeholder issues. Going
green will improve relationships among stakeholders and with particular customers
since key activities are performed in a greener manner. Knowledge and partnership
are the most important resources needed to go green and moreover green branding is
an important resource and can be a source of competitive advantage. To unlock green
value proposition opportunities, cost structure and revenue models should be
considered from a long-term perspective.
Keywords:
Business model, competitive advantage, green construction, green drivers, and
sustainable construction.
1. Introduction
Changing attitudes toward greener growth and sustainable development potential in
financial markets are classified as critical factors when assessing a company longterm competitiveness and profitability. It is anticipated that addressing the economic
values of sustainable activities will motivate more and more companies to adopt
sustainable activities. In addition, there is an increasing consensus that the
sustainability agenda and green practices are in high demand in the construction
industry not only for their return on investment, but also because being
environmentally responsible can boost a project profile and a developer reputation,
resulting in a market edge over competitors (Fehrenbacher, 2010). Consequently, new
concepts have emerged to express sustainability in the construction context. These
concepts include: green construction; sustainable construction; and ecological
construction. Green construction refers to practices and processes that are
environmentally friendly, resource efficient, energy efficient, and generated less
waste (Arif, Egbu, Haleem, Kulonda, & Khalfan, 2009). Kibert (2004) defined
sustainable construction as “the creation and responsible management of a healthy
built environment based on resource efficient and ecological principles.” For the
purpose of the paper, sustainable construction or green construction can be used
interchangeably (Kibert, 2007). Sustainable construction differs from conventional
construction, in terms of the processes, designs, and materials used. Green
construction adds tangible and intangible values to the construction services. The
tangible values can be a higher profit as a consequence from lower internal costs,
lower consumption of material, and resource efficiency while the intangible values
can be a lower environmental impact, increased reliability, brand value, and
reputation. In general, construction industry players who attempt sustainability have
been strongly focused on environmental considerations (Guy & Kibert, 1998;
Lützkendorf & Lorenz, 2005; Tan, Shen, & Yao, 2011).
To profit or capture value from green construction, the comprehensive alteration of
the business models has to be at the heart because business models are at the core of
shaping all company activities. However, it seems there are no explicit studies on
what changes are common or required in the construction companies business models,
when they are involved in green practices or projects. Therefore, this paper identifies
and maps business model changes relative to green or sustainable construction
through a review of literature, and reviews main drivers and benefits of adopting
green construction. It is worth noting that “construction” here is used in a broader
sense to include property development, construction companies, material suppliers,
consultant, and design companies. Following this introduction, the reminder of this
paper will be organised as follows: in Section 2 we present research method followed
by literature review of the business model including definition and its relation to the
strategy in Section 3. Section 4 presents a conceptual green business model and
Section 5 reviews the green construction literature to explore how it deals with
construction companies business model elements, when they go green. Finally, key
issues from the literature are grouped together for conclusion and indicate future
research in Section 6.
2. Method
This is a two stage literature review paper. Firstly, since the aim of this paper is to
explore business models concepts, a review of the literature, across the disciplines of
business and management, is conducted with the intention of understanding the
economic complexity of environmental sustainability in the construction context. Key
papers were identified using Google Scholar and Harvard Business Review databases
in addition to the book entitled Managing Green Business Model Transformations.
These were studied to understand the concept of business models and green business
models in terms of important concepts and elements. These concepts and elements
were subsequently used, in the second stage, to analyse relevant papers in green
construction literature. Green construction literature was collected from Emerald
“literature reviews collection” and EBSCO databases. The terms of “green
construction” and “sustainable construction” were used to search in abstracts.
3. The Emergence of Business Models
In recent years, business model has been the focus of significant attention by both
scholars and practitioners (Zott, Amit, & Massa, 2010). In general, they are using the
term “business model” to express the business logic of a particular firm, the way it
does business, how it creates value for both its stakeholders and customers, and how it
captures this value and turns it into profit (Aspara, Lamberg, Laukia, & Tikkanen,
2011; Baden-Fuller & Morgan, 2010; Chesbrough & Rosenbloom, 2002; Osterwalder
& Pigneur, 2002; Teece, 2010).
3.1. Business Models and Strategy
The business model concept extends central ideas in business strategy and its related
theoretical foundations. However, the business model needs to be distinguished from
the business strategy (Sommer, 2012). Zott et al. (2010), identified two main
differentiating factors between business models and strategy. Firstly, strategy is more
concerned with competition, whereas the business model is more concerned with
value creation, cooperation and partnership. In general, the business strategy of a firm
focuses on value capture and competitive advantage, while the business model
combines a focus on sustainable value creation and value capture. Secondly, the focus
of the business model is on the value proposition with emphasis on the customer role,
which is less evident in business strategy literature. According to Sommer (2012) the
business strategy is a principle plan for the future success of a business in a dynamic
and competitive environment. In contrast the business model can be viewed as a logic
or blueprint for a strategy to be implemented through organisational structures,
processes, and systems and thereby creating and capturing economic value. Therefore,
the business model concept is important when translating business strategy into
business processes. In addition, modern phenomena, such as globalisation and the
sustainability movement have further contributed to the importance of the business
model concept. A detailed definition of the business model is presented in the next
section.
3.2. Business Model Definitions
Business model is a relatively new concept but it lacks a single definition, however,
the agreed concept is related to value creation for customers and value capture.
Therefore, business model promotes a dual focus on value creation and value capture
(Afuah, 2004; Nielsen & Bukh, 2011; Osterwalder & Pigneur, 2002; Zott et al.,
2010). A more detailed definition is provided by Slywotzky (1996) who sees the
business model as the entirety of how a company selects its customer, differentiates
and defines its offerings, defines the tasks it will deliver itself and those it will
outsource, channels its resources, selects a market, creates value for customers, and
captures value (profit). In summary, “A business model describes the rationale of how
an organisation creates, delivers, and captures value.”(Osterwalder & Pigneur 2010,
p.14).
4. A Conceptual Green Business Model
As management and economic sciences still lack a broadly accepted single definition
of a business model, it comes as no surprise that theoretical research on green
business models are few at this point in time (refer to Section 3 above for more
details). However, there are two major works on green business models which based
on extensive theoretical foundation and empirical data from different industries (for
more detailed discussions see (FORA, 2010; Henriksen, Bjerre, Almasi, &
Damgaard-Grann, 2012; Sommer, 2012).
Sommer (2012) suggested that the distinct common feature among all green
business models is their advanced environmental performance – whatever form this
might take. In addition, he defined a green business model, as a business model that
represents a significant improvement on the whole environmental performance
relating to its entire value chain system, as compared to that of a conventional
business model. This improvement is directly attributable to the business model
through the different configuration and design of its elements. A similar definition
and holistic perspective on green business model innovation is held by (Henriksen et
al., 2012) who said “Green business model innovation is when a business changes
part(s) of its business model and thereby both captures economic value and reduces
the ecological footprint in a life-cycle perspective.” To develop the current
understanding of green business model, the reduction of ecological footprint can
include changes to firm products, services, processes, and policies, such as reducing
energy consumption and waste generation, using renewable resources, and
implementing environmental management system (Bansal & Roth, 2000). In order to
develop a green business model, business model elements have to be defined and
listed first. Osterwalder is one of the few authors who delivered comprehensive works
on business models (Osterwalder, 2004; Osterwalder, Pigneur, & Tucci, 2005). The
business model canvas tool, developed by the author (Osterwalder & Pigneur, 2010),
is internationally acknowledged as a practical tool to analyse companies business
models (see Fig.1. for details). It contains nine elements covering four main pillars of
a business: the Product pillar describes what is offered to the customer; the Customer
Interface pillar describes the customer and how the offering is delivered;
Infrastructure Management deals with value creation aspects for the customer and can
include value created internally or externally with aid of partners and finally the
Financial Aspects pillar outlines how the company plans to make money with its
business model.
Key Partners
Key Activities
Key Resources
Cost Structure
Value
Proposition
Customer
Relationship
Customer
Segment
Channels
Revenue Streams
Fig. 1. Business Model Canvas (Osterwalder & Pigneur, 2010)
As illustrated in Fig.1 above, the business model canvas gives a company a simple yet
powerful tool to understand its current business model, in order to systematically
challenge the ways it does business and thereby enables the company to think
differently and create new alternative business models. According to Osterwalder and
Pigneur (2010) key activities are defined as: activities that need to be performed to
create customer value whilst key resources are the assets required to offer and deliver
value to the customer. Afuah (2004), in his book on business models, regarded
capability as an important element of the business model. He stated that capabilities
are important because it usually takes more than resources or assets to offer value to
customers. A firm capacity or ability to convert its resources into customer value
(something that customers want) and then earn profits, is usually called capability.
Since this research is adopting a holistic view to develop a conceptual green business
model, the capability element will be considered. Afuah categorised resources into
three different groups: tangible, intangible, and human. Tangible assets can be
physical, such as equipment or financial, such as cash: while intangible assets are
nonphysical and nonfinancial such as brands, relationships with vendors, and
knowledge, which can be excellent sources of profits. Human assets are the
knowledge and skills that employees carry with them. The business model elements
applied in this work can be found in Table 1.
Table 1: Business model elements applied in this work (Afuah, 2004; Osterwalder &
Pigneur, 2010; Sommer, 2012)
No
Business model element
Description
1
Value Proposition
2
3
Customer/ stakeholder
segment
Relationship
4
Channels
5
Key Activities
6
Brand
7
Employees
8
Information
9
Knowledge
10
Technology
11
Capability
12
Partnership
13
Cost Structure
14
Revenue Model
Gives an overall view of a company bundle of
products and services that are of value to the
customer.
Describes the segment of customers/critical
stakeholder whom a company wants to offer value to.
Describes the kind of link a company establishes
between itself and the customer/stakeholder.
Describes the means of getting in touch with the
customers/stakeholder.
Outlines the most important activities need to be
performed to create value to the customer.
The essence of a product or services: identity,
reputation, image, intangible asset.
Human assets with their experience, training,
relationships, knowledge, and insights are a crucial
factor for any company.
Can relate to any business model element to be of
value and related to communication internally and
externally. Examples include information on
customer preferences, or the firm’s environmental
footprint.
Knowledge required by company managers and
employees to realise their business models and
strategies.
Can relate to both products and processes. It includes
knowhow like patents or licenses, and the systems
that a company uses to run its business model
The ability to execute the company business model
or resources needed to turn concept into reality.
A partnership is a voluntarily initiated cooperative
agreement between two or more companies in order
to create value for the customer. Allows companies
to access external resources
Describes the representation in money of all the
means employed in the business model.
Describes the way a company makes money through
a variety of revenue flows.
5. Green Construction from a Business Model Perspective
Existing research shows that the construction industry is a major contributor to
environmental problems, for example (Mcdonald & Smithers, 1998; Tam, Tam, &
Tsui, 2004; Tan, Shen, & Yao, 2011). Consequently, protecting the environment has
become one of the main issues for the construction industry across the globe and the
construction industry has begun to adopt environmental sustainability as a central part
of its strategic business management. (Kjaerheim, 2005; Lozano, 2008; Park & Ahn,
2012). Evidence has shown that adopting an environmental approach leads to
significant business benefits: for example, highly valuable green reputation, improved
stakeholder relations between the demand and supply side, innovation opportunities,
reducing life-cycle cost, efficiency, increased business productivity and achieving
long-term profits (Bartlett & Howard, 2000; Hodges, 2005; M. Khalfan, 2000; Liu,
2006; Sacks, Nisbet, Ross, & Harinarain, 2012; Vatalis, Manoliadis, &
Charalampides, 2011; von Paumgartten, 2003). Yet, despite all the ink spilt and words
spoken, green values are still relatively poorly appreciated more widely in the
construction context. For example, Abd. Hamid and Kamar (2012) state that one of
the challenges of adopting sustainable construction is that companies do not know
how to act upon the sustainability value “Although the values are generally at the
right place, the problem is how to enact them.” This research suggests that the
business model concept can be a means to resolve this challenge. Although
construction literature does not specifically deal with changes to construction
companies business models, there is considerable research that implicitly investigates
features and elements of green construction business models (Mokhlesian & Holmén,
2012). The main features and elements of the business models, mentioned in green
construction literature, are explained below.
The major drivers behind adoption of green construction are: legislative,
ecological, social, and market drivers. (Refer to Table 2 for more details). These four
groups of drivers, in particular, the market drivers, for example client requirements,
have encouraged the construction industry to create green value propositions - their
products or services are more environmentally sound when compared to conventional
practices (Mokhlesian & Holmén, 2012). A company may derive a reputational value
(brand) from green services, by changing the criteria that are most relevant to the
customer through for instance, revised environmental processes and practices which
both redefines the competition and helps customers to become green. Also cost
savings, in the operational phase of a building with green features, have encouraged
more stakeholders including clients to ask for green because they see a long-term
economic benefit (Bartlett & Howard, 2000). Green value propositions are thus
always associated with the customer/stakeholder segment. The customer/stakeholder
segment represents the company choice of relevant groups such as customers,
regulators, and investors to which the company value proposition is intended to
appeal: by offering superior value/ green differentiation to these defined groups, or by
facilitating access to new target customers or by founding deeper customer
relationships in particular with eco-minded customers (Pitt, Tucker, Riley, &
Longden, 2009; Shen & Yu, 2012).
No
1
2
3
4
5
6
7
8
Table 2: Drivers of green or sustainable construction
Drivers
References
Categories of
drivers
Climate change &
(Arif et al., 2009; Isiadinso,
Environmental
Goodhew, Marsh, & Hoxley,
Ecological
degradation
2011); Roberts and Sims (2008)
Government
Qi, Shen, Zeng, and Jorge
legislative
&Environmental
(2010); Isiadinso et al. (2011)
legislation
Managerial concerns Fiedler and Deegan (2007);
legislative &
Chavan (2005); Qi et al. (2010)
Market
Stakeholder demands Qi et al. (2010); Pitt et al.
mainly clients
(2009); Lorenz and Lützkendorf
(2008); Fiedler and Deegan
(2007); Chavan (2005); Walker
(2000); Dainty and Brooke
Market
(2004)
Cost savings
Dainty and Brooke (2004); Arif
et al. (2009); Chavan (2005)
Financial incentives
Pitt et al. (2009); Essa and
& government fund
Fortune (2008)
Survival in the
Zhang, Shen, Love, and Treloar
market
(2000); Chavan (2005); Lorenz
and Lützkendorf (2008)
Social awareness
Lorenz and Lützkendorf (2008); Social
Chavan (2005); Arif et al. (2009)
The principal difference between green construction and conventional construction
is that the former performs its activities in a more environmentally friendly manner by
for instance, generating less waste, using renewable sources, and consuming less
energy. For a construction company to perform in a greener manner it needs
appropriate resources to do so. These resources can include: knowledge, information,
employee training, capability, and appropriate technology to perform green activities.
In particular, the literature emphasises the knowledge necessary to perform and
achieve green practices. For example, Gluch, Gustafsson, and Thuvander (2009)
investigated environmental knowledge needed for green innovation in the
construction industry. They suggested that companies can achieve green innovation
through consideration of internal environmental knowledge sources and external
knowledge exchange. Furthermore, the Construction Confederation Environmental
Forum (CCFF) has six sustainability objectives. Of these, two objectives are related to
knowledge “share and disseminate knowledge and best practice; increase
environmental knowledge and skills in the industry by developing practical training
tools” (CCEF, 2001). In a related vein, Alkhaddar, Wooder, Sertyesilisik, and
Tunstall (2012) highlight the importance of raising awareness among construction
employees on sustainability through deep learning approach and training. Different
authors have mentioned that sustainability reporting (information) is increasing
because companies are demanded by different stakeholders to demonstrate their
commitment regarding sustainability issues (Kimmet, 2009; Pitt et al., 2009).
Partnership is a core theme in the construction research agenda (Dakwale,
Ralegaonkar, & Mandavgane, 2011; Fiedler & Deegan, 2007; Ingirige & Sexton,
2006; M. M. Khalfan, McDermott, Li, & Arif, 2008) and it takes different forms
(project-based, environmental collaboration and joint ventures) and names (alliances
or collaboration). In addition, green construction literature highlights the importance
of a collaborative approach. In a review of the literature on improving environmental
performance of buildings, through increased energy efficiency, Dakwale et al. (2011)
pointed out that in order to improve the overall environmental performance of a
building: policy makers, architects, energy managers, construction managers,
structural engineers, and consultants must work more closely and collaborate
together. Additionally, the construction managers seek to collaborate with
environmental groups because of pressures from stakeholders such as government.
Another reason for such collaboration is the desire of a company to be associated with
another company that has green reputation- brand (Fiedler & Deegan, 2007).
The cost element is frequently cited in green construction literature. The reason for
this is likely to be due to the widely held belief that going green is associated with
high cost (Vatalis et al., 2011). On the other hand, going green is a means of reducing
the cost of capital by accessing public and private funding and it reduces the cost of
running and maintaining the building over its life-cycle (Mokhlesian & Holmén,
2010). For this reason, life cycle cost (LCC) is frequently associated with
environmental sustainability (Kloepffer, 2008). LCC is an economic model to
evaluate a project life cycle. The objective of LCC analysis is to choose from a series
of alternatives to attain the lowest long-term cost of ownership. Many companies in
green construction realise substantial savings in internal cost structure, by
implementing environmental improvement measures. Such improvements will lead to
lower costs of compliance by reducing costs related to emissions; treatment costs and
taxes, productivity developments, more efficient processes and new market
opportunities which can also result in increased revenues (Lankoski, 2006; Nidumolu,
Prahalad, & Rangaswami, 2009; Porter & Van der Linde, 1991, 1995; SinclairDesgagné, 1999). Consequently, the cost structure and revenue models have to be
taken together - lower internal costs will lead to increased revenues.
6. Conclusion and Future Research
In this paper, business model literature has been reviewed with the intention of
promoting learning into environmental sustainability in the construction context from
the perspective of economic considerations. The rational of this research focusing on
the business models were the dual focus of the business models on value creation and
value capture and its focus on the value proposition with emphasis on the customer
role. This holds true for the construction industry because the customer/client is a
main driver or trigger for a construction product. In addition, customer satisfaction,
performances, and profitability are directly relevant to the construction industry. The
business model concept will be useful in understanding how the construction
companies deal with green issues. Key features from the literature are: (1) green value
propositions should always be related to customer/stakeholder issues; (2) going green
will improve relationships among stakeholders and with particular customers because
(3) key activities are performed in a greener manner; (4) knowledge and partnership
are the most important resources needed to go green and have received considerable
attention from scholars; (5) the importance of collaboration with stakeholders inside
(employees) and outside (customers and suppliers) the company (6) green branding is
an important resource and can be a source of competitive advantage; (7) and to unlock
green value proposition opportunities cost structure and revenue models should be
considered from a long-term perspective.
It is proposed future research will be further carried out to review different
business model elements with a view to developing a generic green business model.
In addition, we will develop instruments for Phase 1 of data collection: pilot study.
The pilot study will give directions on how to collect relevant data from construction
companies for Phase 2 which is the main data collection phase.
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