Adoption of Green Roof by Private Housing Organizations: Drivers and Barriers ---A Case Study in Malmö, Sweden

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Adoption of Green Roof by Private Housing

Organizations: Drivers and Barriers

---A Case Study in Malmö, Sweden

Haidar Almadani

Trayana Doneva

Main field of study – Leadership and Organization

Degree of Master of Arts (60 credits) with a Major in Leadership and Organization

Master Thesis with a focus on Leadership and Organization for Sustainability (OL646E), 15 credits Spring 2018

Supervisor: Ju, Liu

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Abstract:

This research is an exploratory study on green roof adoption by medium to large private housing organizations in Malmö, Sweden. The research aims to explore the drivers and the barriers for the green roofs adoption. Also to look for what leadership effect on overcoming the barriers and promoting the drivers for green roof adoption. The theoretical contribution is the assessment of the motivations on transformational and adaptive leadership. The thesis employs a qualitative method with non-structured and semi-structured interviews. It develops an analytical framework combining systems thinking and leadership theories to look on the practice of green roof adoption. The thesis identifies the main drivers and barriers in relation to the internal and external positions of actors and rules in the system of green roof adoption in Malmö among private housing organizations. The main findings are that transformational leadership effect motives on overcoming the barriers and adaptive leadership motivation effect on promoting the drivers. It also summarizes three categories of green roof adoption, namely the transformations, adapters and green skinners. The study also has practical contribution with recommendation of policy implication to Malmö. Furthermore, models and figures for future researches on green roof adoption among housing organizations.

Keywords:

green roofs, drivers, barriers, sustainability, systems thinking, leadership, private housing organization, Malmö, policy implication

Acknowledgement

The journey on this thesis hasn’t been easy, but all the people who we interviewed motivated and helped us to reach the results. We want to further thank Jonatan Malmberg and Trevor Graham for the support. A special thanks to the supervisor Ju Liu for helping us on the way to finishing this master thesis. The journey in this program (Leadership for sustainability in organizations) has been an awesome adventure. Furthermore, thanks to our teachers and lecturers through the one year master’s program. Sincerely. Haidar Almadani and Trayana Doneva

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1. Introduction

1.1 Green roof and sustainability in urban area

The concept of green roofing derives from medieval times in places such as New Zealand, Ireland, Iceland, Denmark, whereas the modern day green roofs evolved in Germany during 1950s (Jenrick, 2005). “The earliest green roofs can be traced to the hanging gardens of Babylon of the seventh and eighth centuries” (Stewart, 2013). Even though, green roofing has been used for rural houses and its adoption in urban areas. It is still considered a novel and innovative technology in today’s world. Green roofing is proven to have its wide range of benefits such as air purification, water management, urban habitat provision, and energy conservation. It also has a positive response in relations to climate change; thus, it offsets carbon footprint (Revell & Anda, 2014).

For the purpose of this thesis, a definition of green roof is given as:“Green Roof is a collected concept

that describes vegetation that grows on concrete surface that can be a roof, a facade, a balcony, etc.” (Scandinavian Green Roof Institute, 2017). There are three types of green roofs that exist and are being

defined as intensive, extensive and semi-intensive roofs (Berndtsson, Bengtsson, & Jinno, 2009). The

intensive green roof is defined as the greener one that has many more green options, such as bushes and

trees and it has more soil depth. The intensive one requires 6 inches or more soil. The extensive green

roof is referred to an eco-roof which has less soil depth and limited plant options that need low

maintenance (Berndtsson, Bengtsson, & Jinno, 2009). It also requires 3-6 inches soil (Plant Co, 2018).

The semi-intensive green roof is categorized as having deeper soil, greater weight and they usually

require more maintenance (Plant Co, 2018).

Source: Iowa Stormwater Education Program. (2018, May 10). Design Details. Retrieved from Rainscaping Iowa: http://www.rainscapingiowa.org/en/rainscapes/green_roofsliving_walls/design_details

Figure 1.2 above illustrates the three types of green roofs in green roof systems developed by

The focus of the research falls on the extensive green roof technology because they are applied widespread and require less maintenance. In relation to green roof maintenance, whether pre-grown or planted in place, they require fertilization for the first few years of establishment in their new environment (Plant connection Inc., 2018). In this sense, green roofs longevity depends on future maintenance which requires a minimum effort to sustain.

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Everything that surrounds us including the water we drink, the air we breathe and the food we eat, depends on the complex element, which is biodiversity. Loss of biodiversity undermines people’s well-being (Catalano, Laudicina, Badalucco, & Guarino, 2018). Biodiversity is considered an extremely complex concept, especially in an urban context (Gyllin, 2004). The correlation between biodiversity and green roofing lies in the idea of having a variety of different species such as birds, insects and invertebrates within the city. Therefore, when adopting a green roof, the promotion of biodiversity is being enhanced (Kruuse, 2011). According to Baumann (2006), green roof is also a potential inhabit place for ground nesting in Switzerland (Baumann, 2006). She explores how endangered species such as ringed plover and northern lapwing can be saved. By adopting a green roof, it provides them with the required biodiversity. Last, but not least, gardens on the rooftops consisting of greens and bushes make an effective carbon dioxide removal from the atmosphere (Kruuse, 2011).

According to Kruuse (2011), green roof takes great care of the rainwater and it plays a part in the biodiversity of the cities (Kruuse, 2011). Due to many impervious urban areas, there is a necessity for diminishing water infiltration and evaporation. Green covered surfaces are considered to mimic natural water flow and they reduce the overland flow (Revell & Anda, 2014). Also, green roofs are known for its capabilities to purify the air and remove chemicals such as NOx, SO2 (Speak, Rothwell et al. 2014). During the summer Urban Heat Island (UHI) effect is a tremendous issue in urban areas (Hien & Jusuf, 2016). The UHI term describes build up areas that are hotter than a rural area. Green roofs provide shade and remove heat from the air through evaporation (Bell et al., 2013). Due to the amount of greens that are enough to cool off the high temperature on the dark roof covered in asphalt (Kruuse, 2011).

Green roof technology promotes variety of health benefits (Getter & Rowe, 2006). When people are being surrounded by more greens, it reduces blood pressure and muscular tension (Getter & Rowe, 2006). Green roof adoption brings a high percentage of benefits as green infrastructure gains popularity (Kruuse, 2011). It eliminates the need for a special drainage system that is valued extra money; hence, it strikes a balance when it comes to the cost in a long term (Getter & Rowe, 2006). These are among the multiple social, environmental and financial benefits that green roofing delivers to the internal and external actors. Contemporary urban environments are getting solid, concrete and grey. Green areas are diminishing; thus, the need for green spaces is needed (Kruuse, 2011).

When looking at sustainability and communal contributions, the adoption of green roofs in urban cities falls under some of the UN’s 17 Goals for Sustainable Development Goal. Goal 3 - Health and Well-being, Goal 4 -Quality Education, Goal 11 - Sustainable cities and Communities, Goal 13- Climate Action, is also being covered (UN, 2018). The benefits of green roofing do not limit itself to just the environmental sphere, they influence social and economic aspects of people’s lives as well (Gibler, 2015).

1.2 Green roof adoption in the city of Malmö

Green roofing is popular in the Swedish city of Malmö due to its proven advantages (Getter & Rowe, 2006). Living in Malmö, one is inseparably connected with nature, water and green landscapes. The city is situated in the southern part of the country along with being so close to Copenhagen.

Also, it is claimed to be one of the best places for entrepreneurs and leaders with the unique way of thinking. (Markova, 2013). Leaders and social entrepreneurs who are based in Malmö rely on learning methods in order to motivate and empower new learners to alter their behavior and transform their mentality to become sustainably oriented (Markova, 2013).

“Achieving a dense urban structure is one main spatial planning goal” (Delshamar & Melin, 2015).

Tim

Malmö has been claimed as being an eco-city in the EU due to its urban climate planning in several areas in the city (Fitzgerald and Lenhart, 2016) (Zaręba, Krzemińska & Łach, 2017). The city has been

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awarded as the capital of Green roofing in Sweden in 2012 because of the many green spaces in several kinds of buildings (Zaręba, Krzemińska and Łach, 2017). Examples of them are their shopping center Emporia, Malmö University's building Niagara, E-on building, Augustenborg, Western harbor, etc. Malmö has also been used in several researches such as Eco-districts: can they accelerate urban climate

planning? (Fitzgerald & Lenhard, 2016) and Energy sustainable cities from eco villages, ecodistricts towards zero carbon cities (Zareba, Krzemińska, & Lach, 2017) in which the focus of the study is on

environmental aspects of different cities in the EU. The city of Malmö has its reputation of being sustainable, innovative and green due to its spatial planning goal (Delshamar & Melin, 2015).

The environmental aspects include goals for overcoming climate change, sustaining energy, continuing work for a socially sustainable Malmö, and adoption of a sustainable urban development and sustainable lifestyle in general (Swedish Environmental Protection Agency, 2009), (Zaręba, Krzemińska & Łach, 2017).

Additionally, Malmö came up with its own future plan for reaching the goal of having 100% renewable energy by the end of 2020 (Malmö Stad, 2018). Institutions such as Green Roof Institute and Skanska have been awarded by the State for being the greenest (Skanska, 2011). According to Magnus Persson, the Regional Director of Skanska, they are proud to be awarded with it (Skanska, 2011). Due to their driving force to be a pioneer as a corporate green role models to other cities and companies. It is also their drive when adopting the green roofs. The award shows legitimacy and it is official certification of their green activities, environmental and social contributions to the planet. It is extremely important for the area of Malmö to adopt green landscapes and promote biodiversity because the geographical flat location of the city, there is little green for recreation (Kruuse, 2011).

Further, a non-profit organization located in the heart of Malmö called Scandinavian Green Roof Institute in Malmö works with research and development of green roofing in order to popularize the concept and the adoption of it. It also can be seen that Swedish governmental institutions such as MKB adopt green roofing because in this way they contribute to the public wellness and bring social benefit to the State. Nevertheless, there is lack of data and information regarding the reason why private organizations adopt green roofs.

Therefore, the authors explore the determinants of why private housing institutions are putting green roofs. The researchers look into the main drivers and occurrence of barriers when it comes to the adoption of green roofing from private housing organizations face from internal and external factors such as actors and rules.

1.3 Green roof adoption by private housing companies

Nowadays, an ecological adjustment and sustainable efficiency amongst organizations is a must due to the environmental challenges the planet experiences. Most of the building projects in Malmö are developed by private organizations (Swedish Environmental Protection Agency - EPA, 2009). EPA mentions that Malmö provides a good example on being one of the Swedish cities with the lowest carbon footprint (Swedish Environmental Protection Agency, 2009).

The adoption of green roofs is a novel sustainable technology for an organization (Delshamar & Melin, 2015). There are several gaps in the research since its novel. Several authors conducted researches on green roofing for sustainable cities in different countries such as Norway, Australia, the Netherlands, etc. (Wouter, 2016), (Williams, Rayner & Raynor, 2010), (Pedersen, 2014). However, there is few researches on the adoption of green roofs among privates in Malmö. The few private ones are in lack of knowledge on the motivation to adopt green roofing.

There is an explicit motivation among housing organizations to contribute environmental sustainability and provide public good (Poitras, 2009). The sustainability practices explicit motivations among housing organizations often enhance from policies, regulations and laws. Housing organizations want

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to be sustainable to provide communities that sustain ecological well-being (Poitras, 2009). Thus, the motivations among privates in Malmö remain hidden. If the motivations behind green roof adoption are revealed, private housing organizations will be aware of them. Therefore, they will also be motivated to adopt green roofs. So, what are the motivations of privates housing organizations in Malmö to adopt green roofs?

More particular, there is no research found on why private housing organizations are motivated to adopt greens on their building. The municipal housing organizations adopt green roof that is motivated by achieving public good and to manage the stormwater system in Malmö (Åsegård, Hirsch & Malmberg 2006). However, the private housing organizations motives on green roof adoption are hidden. If the motivations are revealed, they can get enhanced and more green roofs will be adopted in Malmö among the privates. Also, what hinders to adopt green roofs among private organizations in Malmö and what are the drivers for the adoption. Thus, the research problem is to see the determinants of private housing companies to adopt green roofs.

1.4 Research Purpose

The thesis aims to explore and understand the current adaptive system of green roof adoption by medium- large private housing organizations in Malmö. With the purpose of adding new knowledge on adaptive systems in to the scientific discourse about green roof adoption in urban area among housing organizations to mitigate a stormwater management systems and generate policy implications for sustainability.

This thesis will enhance the policies on housing development for sustainable Eco-city. By looking at this research, medium to large private housing organizations will have the opportunity to become aware of the green roofing’s determinants of the systems actors and rules. It will also generate a better understanding of the leadership effects on motivation of green roofs’ adoption among the private housing companies. Hence, Malmö seeks to be the first Eco city in the EU with zero carbon footprint.

1.5 Research Questions

This thesis has two research questions:

1) What are the drivers and barriers for the

adoption

of external green roofs in medium to

large private housing organizations in Malmö?

2) What is the effect of leadership on overcoming barriers and promoting drivers when

adopting green roofs?

This research is an explorative study; the authors explore green roofing’s determinants among private medium to large sized private housing organizations in Malmö. What are the main drivers for those organizations to implement green roofing and what are the obstacles they face in the process? Also, the application of leadership in relation to overcoming barriers and providing drivers in the process of adoption are being explored accordingly.

1.6 Structure of thesis

In chapter 1 the authors discuss the background of the research in relation to green roof adoption and its definitions. It gives the reader a brief insight about the benefits of the adoption of green roofing and how they correlate with the UN Goals. Also, in chapter 1, the reader gets familiar with green roofs in relation to biodiversity, Malmö as a sustainable and green city, and private housing organizations that adopt green roofs. Research question and research purpose are embedded in chapter 1.

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Chapter 2 consists of a literature review and an analytical framework in which the authors create their own position at where they stand among other researchers. In the analytical framework, the authors talk about systems thinking and leadership theories such as transformative and adaptive leadership.

Chapter 3 is all about the method of the research, approach and design. The data collection is embodying in a figure developed by the author that provides all the important information from the conducted interviews. Chapter 3 gives an insight of the content analysis and the ethics of the research.

Chapter 4 explains the empirical material that is gathered from the interviews. The chapter answers the two research questions. Drivers and barriers, both internal and external (actors and rules) are being traced. Figure illustrations are presented in order for the reader to easily understand the text and the models. Based on the findings, the authors categorize three types of companies based on their leadership style when adopting green roofs. The three types are Transformators, Adapters and Greenskiners. Chapter 5 identifies policy implications and green space factor. It discusses how demands from the municipality such as green space factor affects green roof adoption. Collaborations between private housing organizations and the municipality and their impacts on green roof adoption are being reviewed in the chapter as well.

Chapter 6 titled “Discussion”, provides an extended discussion on the three types of leadership styles - Transformators, Adapters and Greenskiners. A concept of the triple bottom line is used briefly in order to assess the three pillars of green roof adoption in the companies from economic, environmental and social aspects

.

The Chapter also reviews the three pillars of the Triple Bottom Line (TBl)

Chapter 7 embeds the conclusion part of the research. In this chapter the reader can get familiar with suggestion from the authors regarding future research.

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2. Literature review and Analytical framework

In this chapter, the authors will create a position for their research by listing several green roof researches that have been previously conducted.

2.1 Current research about the adoption of green roofs

Several authors have been studying the green roofs from a context of sustainable development (Getter & Rowe, 2006), (Revell & Anda, 2014), (Behm, 2012) (Sharifi & Yamagata, 2016) (Acks, o.a., 2006) (Anandhi, 2017). According to these authors, the green roof provides a systematic approach that benefits social, economic and environment.

Green roofs make the buildings to reduce energy and tackle urban heat island effects (Alexandri & Jones, 2008). A microclimate study with quantitative methods have shown that green roof decreases the surrounding temperature and create heat island, it also saves energy for the building (Alexandri & Jones, 2008). There is a research conducted in Australia that analyzes the opportunities and barriers in brown land inspired by European and North American approaches of green roof adoption. (Williams, Rayner, & Raynor, 2010). However, the research is focused on the specific area based on its specifics such as geographical location, climate, etc.

Other green roof studies have been written on stormwater mitigations in urban sustainable development (Getter & Rowe, 2006), (Revell & Anda, 2014), (Kruuse, 2011), (Stahre & Geldof, 2003). The author's concern that vegetation’s on the roof absorb the water from the rain and prevent flood risk in the city. Green roof infrastructure help cities with small underground pipes that led the stormwater to the nearest ocean, or sea. Green roofs help them in turn of absorbing the water and remain it on the roof until it evaporates.

Other authors such as (Catalano, Guarino & Badalucco, 2018), (Rumble, Finch & Gange, 2018) examined biodiversity and green roof soil organisms as to show the importance of having a green roof in urban areas. These analyses show the reason why State organizations implement the green due to contribution to social good. However, there is lack of research on why private housing organization adopts them. Also, researchers such as (Yu, Cheng, Miao, & Perng, 2017) argued to prove that there are significant benefits such as climate change mitigation, air purification, etc. that the adoption of green roofs bring about; however, the research focuses on the green roof technology in general without targeting a certain area, or limiting the scope to a specific city.

Additionally, studies about green roofs effects, benefits and application have been conducted in countries such as Norway, Singapore, Holland, etc. (Pedersen, 2014), (Hien & Jusuf, 2016) and (Wouter, 2016).

However, there are only few researches related to green roofs’ adoption in Malmö, Sweden. As Malmö is the green capital of Sweden, that is the main reason for the researchers to choose the city for the analysis. By reading of another article in the context of green roof adoption, the authors frame their theories. The next section is about the theoretical framework. Further, theories are being chosen in the frame of leadership for sustainability; thus the authors focus on the organizational considerations of green roof adoption and its leadership styles in the context of sustainability.

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2.2 Analytical framework

Figure 2.1 Green Roof adoption model developed by authors shows the analytical framework.

2.3 Systems thinking

According to Senge (1990), systems thinking is defined as:“Systems thinking is a discipline for seeing

wholes rather than parts, for seeing patterns of change rather than static snapshots and for understanding the subtle interconnectedness that gives living systems their unique character.” (Senge, 1990). A system is set of agencies, people, cells, molecules that function as elements or sub-systems in

a structured way to provide a very likely behavior (Mendow, 2009). Systems can be seen in trees, ecosystems and even when bees pollinate the flowers. Human bodies are also a system. If we do not drink water, we will dry out and our organs will get affected; thus, we will become dizzy. When we start drinking water again, the body system will stabilize, and we will function normally again (Mendow, 2009).

The thesis uses systems thinking to investigate the adaptive system of green roof adoption in private housing organizations. According to Sterman and Meadow, actors of the sub-systems are strongly connected to the world’s system (Sterman, 2002), (Meadow, 2009). Systems are complex, therefore in order to understand the complexity behind the green roof adaptive systems to their environment (Sprikin, 1983). We must understand the link between the actors and the rules on green roof adoptions (Sterman, 2002), (Meadow, 2009). Adaptive systems change over time regarding the actors decision making in complex system (Sterman, 2002), (Meadow, 2009). Systems thinking relate to the understanding of adaptive systems. Organizational policies and municipal laws and regulations adapt to the systems environment to keep the system stabilized (Flumerfelt, 2018)(Spirkin, 1983). Flumerfelt concludes that adaptive systems customize interactions between actors and rules (Flumerfelt, 2018). However the interaction between actors both internal and external can reveal the drivers and barriers over time (Sterman, 2002).

Systems thinking gives opportunities to see certain choices we have in front of us, in this way one can take in consideration future problems such as barriers. It also allows people to see new opportunities to alter the structure of the system in order to stabilize it in the future (Meadow, 2009).

By using systems thinking the authors can comprehend the current adaptive system of green roof in Malmö among private housing organizations. When viewing Malmö’s customized adaptive system on green roof adoption, the determinants of actors and rules both internal and external in order to seek drivers and barriers that provide stormwater management system in the city. The researchers found two research papers (Sterman, 2002), (Anandhi, 2017) that study systems thinking to understand how to adapt and what it needs to be adapted in the system field. It is a collateral or a systematic method of adaption of greens in a certain area. Innovative ways to modify their system in order to succeed need to be obtained (Anandhi, 2017).

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When the thesis’s authors refer to systems in this study, they mean rules and actors that work together both internally and externally in an organization, to provide drivers or barriers to a certain behavior. The system can be driven towards a holistic future. However, it can also have barriers that slower the system down instead of driving it forwards. The barriers of the system keep us to adapt a minimum set of behaviors, but the drivers let us adapt set of behaviors to a holistic view.

2.4 Leadership theories

The authors selected two types of leadership styles such as adaptive and transformational.

The leadership theories are applied in order to evaluate how company's leadership approach provide drivers and overcome barriers in relation to green roof adoption.

2.4.1 Transformational leadership

Transformational leadership has been introduced first by James MacGregor Burns (1978) in a research for political leaders and defined by him as "Leaders and followers help each other to advance to a higher

level of morale and motivation" (Burns, 1978). Further, the definition of transformational leadership

emerges and is being evaluated by other researchers as well. According to the Ph.D. professor Northouse, it embodies the idea of “As its name implies, transformational leadership is a process that

changes and transforms people” used in the research conducted by other authors (Mujkic, Sehic,

Rahimic & Jusic, 2014). Hence, the companies portray their position as “role models”. By this representation, they control the process of green roofing and set high standards for their application which other companies should follow. It transforms the social system and provides a demand (Chen, Chang, & Lin, 2014)

.

By the same token, housing organizations that impact the change in their opponents use transformational leadership due to its embodiment of “charismatic and visionary

leadership” (Jaskyte, 2004).

In the process their transformational form of leadership allows them to motivate other companies to do the same and encourage them to be more active and participative. They correspond with either seeking to transform other organizations’ norms or to adjust to them (Revell & Anda, 2014).

The authors selected transformational leadership approach due to its unique sustainability related leadership approach. It is a value-based leadership which seeks to inspire and encourage their followers to explore new ideas (Jaskyte, 2004). Transformational leadership has been used to seek companies that influence other private companies to equalize the value of green roofing between the private and the public sector.

2.4.2 Adaptive leadership

The adaptive leadership style has been invented by Ron Heifetz & Sinder and Marty Linsky (1988) and it is defined as “The activity of mobilizing people to tackle tough challenges and thrive” (Linsky, 1988). The organizations that were found to embody such leadership style are the ones seeking to smoothly adjust to different changes and to help other organizations to adapt to new methods such as green roof technology in urban areas. They are keen on staying abreast of all the trends. The concept relies on diversity; thus, it is based on innovation and variation (Jaskyte, 2004). The companies that perform adaptive leadership follow the process of “observe, interpret and then intervene”, or as Heifetz (1988) explained the process by using a metaphor “getting on the balcony” above “the dancefloor” (Heifetz, 1988). This pattern allows the organization to act quickly and keep an eye on the situation while it is happening.

The adaptive leadership has been selected by the authors because of its flexible nature. The approach itself seeks to always improve and adjust to a certain shifting environment. The authors found the approach relevant due to its creation of “win - win solutions” for both the public and private actors (Heifetz, 2011). Due to the adaptive leadership seeks to follow a holistic vision for a sustainable success.

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3. Method

3.1 Research approach and design: qualitative/inductive/explorative

The authors use a qualitative method in order to answer the two research questions. The qualitative method is used due to the intention of the authors to gain a deeper comprehension of underlying reasons and motivations of green roof adoption (Silverman, 2014). The research questions are “what” questions that seek to understand and explain the phenomenon of green roof’s adoption. Due to the design of the research that appears to be flexible, the study develops and evolves in the process of exploration. Picture and figures are provided to illustrate data findings.

The authors are looking at the case from a relativist perspective of ontology and epistemology (6 & Bellamy, 2012). The study is focused on what barriers and drivers exist, it depends on who the authors ask (6 & Bellamy, 2012). The knowledge will be interpreted from understanding of different perspectives from actors (6 & Bellamy, 2012) in the field of private housing organizations in Malmö. Semi structured and unstructured individual interviews are conducted with medium to large sized organizations that have already adopted green roofing. The interviewees are CEOs, executives and actors from private companies that adopt green roofs. Silverman argued in his book “Interpreting Qualitative data” (2014) that the method should fit the research question (Silverman, 2014). Therefore, in the research, the questions are formed of a positivist with “what” questions that are applied to different organizations. Authors seek to explore what are the drivers and barriers to adopting green roofs and what is the role of leadership that is able to overcome the challenges and provide benefits.

In terms of exploring the phenomenon and how it applies to different private housing organizations, the conducted interviews provide valuable knowledge that is gained from an epistemological methodology perspective (Silverman, 2014). The approach of the research is inductive or a “bottom-up” reasoning that is based on grounded theories. The researchers tend to report a picture of the explored phenomenon which embodies the drivers and the barriers when adopting a green roof in urban areas. The authors possess few assumptions and wide positioned theories at the beginning of their research (Miller, Birch, Mauthner & Jessop, 2012). On a later stage of it, based on the gathered data from the interviewees, more precise leadership theories for the second research question are being developed and ground up in the analyses.

According to the non-structured interview the researchers defined the research gap. Due to confidentiality reasons, the researchers named the person Y. Person Y is a project manager and a research developer of a green roof infrastructure. He introduced green roofing as an innovative technology that is used to improve public wellness in urban areas. He made it known that Malmö is the perfect city to conduct such research because in 2012 Malmö has claimed itself by the municipality as the green roof capital city in Sweden. He also mentioned that a research has been carried before on why the municipal housing organizations such as MKB Fastighets AB, or Malmö Kommunala Bostads AB which are both governmental (Åsegård, Hirsch & Malmberg 2006).

Malmö adopts green roof because Malmö’s municipality demands them to follow the city goals and provide the public good in sense of adopting green roofs on their housing. However, some private housing organizations also start to implement green roofs as a part of their work practice. Looking at Malmö Stad (2018) there are no demands from the city municipality on private organizations. Therefore, the question why are they adopting green roofs comes in? It is intriguing to find the drivers and the barriers in order to promote the phenomenon to other private housing organizations. In sequence to comprehend the phenomenon and how it applies to the private sector, researchers need to define the companies interviewed. Further, in order to evaluate and to discover the organizations, this is done in two manners as explained below.

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The structure is staged in four different stages. First (1) stage the researchers define green roof and the extensive green roof type. In this stage, the researchers also argue why they conduct the study on private housing organizations. Also, what organizations the authors observe. Lastly, in this stage, the authors argue why the location of preferences for the research is Malmö.

In the second (2) stage, the authors describe the analytical framework as system thinking with internal or external actors and rules. Additionally, authors look at leadership theories such as adaptive leadership and transformational leadership as a part of the research.

The third (3) stage leads to the data collection. The authors examine the data from a positivist epistemology. There are interview observations on private housing organizations that already have adopted the green roofs. There is also a definition of determinants such as the drivers and barriers to experience (Silverman, 2014).

The fourth (4) and last stage the authors apply the theoretical definitions on the findings and they conclude it with a matrix of the determinants. They define whether it is an internal or an external factor that drives the adoption or acts as a barrier to not adopt it from a system thinking perspective.

Furthermore, the initial method used in the research is to reach a list of private housing organizations from (Stadsbyggnadskontoret) a municipal city organization because they sign all the permits of buildings within the city. By the same token, they have a list of private housing companies that the authors call via phone and ask to conduct an interview with available actors from the company that has the right expertise within the field.

The questionnaires have open-ended “what” questions in order for the researchers to understand the answers from a positivist point of view. Thus, the authors select randomly private housing organizations based in Malmö that are medium to large sized. There are different questions when conducting the interviews, in order to gain a variety of answers (Silverman, 2011). Additionally, facts are being found about their attitudes and visions towards green roof adoption in their organizations.

Nevertheless, the actual method that is been used is the snowball method. The snowball method refers that the authors get an insight from companies that have already adopted a green roof in the area of Malmö. Then authors ask the companies if they know other organizations within their network that have green roofs. Further, the researchers acquire several interviews (5 to 10) with a strong focus on private medium to large sized housing organizations that applied green roofs on their facilities.

There is one non-structured interview in order to get an insight on extensive green roofing and what is needed to be researched. Eight of the interviews semi-structured because the researchers sought to explore and understand the drivers and the barriers when adopting green roof among private organizations (Silverman, 2011). Also, they seek to find the leadership effects on private companies that overcome barriers and promote drivers.

By looking at the matrix the authors also define how leadership drives and improves the process of green roof adoption in urban areas. What leadership is needed to overcome the barriers? Thus, exploratory findings are discussed for a conclusion to be drawn in the end and in order to get answers to the research questions. The collected data is valid and reliable.

3.2 Data collection

Table 3.1 illustrates the data collection of all interviewees, the time/date, location and position within the company they work at. The amount of green roof adoption in each company vary from high to low and the researchers interviewed covered the whole spectrum of green roof adoption from high to low.

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The authors gather the data from open interviews conducted with actors from private housing organizations within the city of Malmö. A non-profit organization based in Malmö serve as an insight. Therefore, a non-structured interview style is conducted with the project manager in order for the authors to gain a deeper comprehension about the gaps and in researches related to green roofs.

Further, only first-hand raw data that comes straight from the interview is used in the research. Semi-structured interview style has been chosen due to having more flexibility when it comes to questions, follow up questions and alternative answers. Eight (8) of them are from semi-structured interviews and one (1) is an open-ended interview (Green roof NGO).

The number of the conducted interviews is nine (9) in total with a duration of up to 45 minutes per interview. The interviewees are actively engaged actors within the field of green roofs in private housing organizations. That is in order to facilitate the process and to draw specific evidence regarding the authors’ case. The analysts transcribe the interviews and the data is posted in categories (Silverman, 2014).

By conducting the interviews with private housing agencies that implement green roofs and are based in Malmö, the researchers find out what are the drivers and the barriers for their organization when adopting green roofs. Also, based on the previous findings of the determinants (drivers and barriers), the leadership style of the companies that provides the drivers and overcomes the barriers are evaluated. Additionally, all findings are presented in a conclusion as summarized internal and external drivers and barriers when adopting green roofs. Also, leadership styles are briefly covered

There are few limitations of the study. All interviewees have been contacted and approached in Swedish language. Nevertheless, eight of out nine interviews are conducted in English, not in Swedish despite that the official language is Swedish.. One of the interviews is conducted in Swedish and translated into English due to that the interviewee does not speak English.

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3.3 Content analysis

The authors take the decision to analyze the interviews with content analysis. The content analysis establishes categories based on the findings of the drivers and barriers (Silverman, 2014). It allows the authors to trace the drivers and barriers in the relation of internal and external actors and rules within system thinking in order to discern the complexity of the system when adopting a green roof.

Figure 3.1 Interview analysis with internal and external actors, drivers and barriers on rules and actors. After putting the content from each interview in the matrix of actors and rules whether they are internal or external, drivers or barriers. The matrix model is including the interview questions findings regard to use the interviews to fill the model, it establishes a coding frame (Silverman, 2014).

The authors are able to see the similarity of the companies. The similarity that the authors find are the main finding of the content analysis (Silverman, 2014). It evolves another model where the authors explain three categories. Therefore, these three categories are the findings of this research. Additionally, content analysis has been used by other researchers such as (Pedersen, 2014) due to an explorative study that contains qualitative interviews in order to build up the findings of their research questions (Silverman, 2014).

3.4 Ethics in research

The authors do not mention the names of the participants in the interviews due to confidentiality matter and data protection. The researchers are not biased since they do not know the interviewees personally and they are not engaged in the any of the private housing organization’s affairs. The people that have been interviewed are selected based on their background, competencies, and expertise in green landscaping and green roofing in order for the research to contribute to their sphere as well.

There is a complete honesty with all collected data, and the authors do not counterfeit results or findings (Booth, 2008). There are no copied findings as the authors explore the phenomenon and write down their own discovery (Booth, 2008).

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4. Empirical material

4.1 Drivers in green roof adoption

The actors and rules can either be internal (work in the company) or external (consultant company, other collaborative and suppliers) (Freeman, 1984). Some internal actors are the key drivers in green roof adoption, whereas the external actors can either be drivers or barriers.

The following paragraph contains information regarding internal and external drivers divided in subsections accordingly.

4.1.1 Vision of the housing company as internal rule driver

An internal driver can be a company's vision and values of their performance on the market. The internal actors are the ones that follow the company’s vision. Therefore, they adopt green rooftops in order to display environmental concerns in the manner.

As an example, company B seeks to achieve green living in regard to economic, social and environmental benefits. Hence the triple bottom line is an internal driver applied from the vision of the companies.

4.1.2 Green space factor as external rule driver

Green space factor is a new demand on new developed building to calculate the green space requirement (Kruuse, 2011). The aim of using the Green Space Factor was to secure a certain amount of green cover in every building lot, and to minimise the degree of sealed or paved surfaces in the development. It is applied to the whole building lot, taking into account both the building areas and the open space. (Kruuse, 2011).

When adopting a green roof and creating a green space factor in urban areas, the promotion of biodiversity is being enhanced. Green space factor has been defined as “a planning instrument that guarantees a certain volume of greenery in residential courtyards. Areas of water, depth of soil and the opportunity for rainwater to penetrate into the ground are encouraged” (Kruuse, 2011). The most fundamental target when adopting the green space factor is to promote an attractive, healthy environment along with biodiversity and minimizing stormwater run-offs and degree of sealed surfaces in the development (Kruuse, 2011).

Depending on the different context, the planning instrument can be used to match the green roof with the building appropriately or to make it applicable accordingly (Kruuse, 2011).

The whole concept of the green space factor embodies the idea that it is valuable to bring up the greens in urban areas due to their values, functions and positive contributions to the urban development within a city area (Kruuse, 2011). It is an ambitious and innovative way for construction companies to play a part in all three pillar of sustainability - the economic, the environmental and the social aspects of the local district (Dixon & Clifford, 2007).

Hence, it is considered to be a main external driver in the process of green roof adoption.

According to Kruuse (2011), due to its location, the city of Malmö has limited availability of green land, hills, and forests compared to other Swedish cities in the North where there is an abundance of woods and greens. Also, as there is a demand from the city that a certain amount of greenery should be applied in the inner-city in order to bring benefits (Getter & Rowe, 2006) (Malmö Stad, 2018).

Hence, by having the opportunity to utilize the green space factor on private housing buildings, companies overcome the obstacle the city face of lacking greens and it recreates green spaces on unusual places and brings about a valuable ecological system for the society (Kruuse, 2011).

Further, it brings economic savings as “the value of biodiversity by estimating the financial value of the ecosystem services provided as “natural capital” (Kruuse, 2011).

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Figure 4.1 Space occupation

Figure 4.1 above illustrates the difference between adopting the green roof and not adopting it. For instance, when one occupies a ground green space and seeks to construct a building on it, it has to implement a certain amount of green somewhere on the building such as on the side or on the roof. That is in order not to lose the green space but to replace it by sticking the green on the building without occupying more space. In this manner, one saves space and cost.

4.1.3 Departments and individual architects as internal actors drivers

When adopting green roof certain key actors need to work together such as architects, landscape architects, property owners (building owners), constructors, engineers and green roof adoption companies. Architects and landscape architects are the main actors who drive the adoption; Thus, they are mainly motivated to develop “beautiful building” with green aesthetics and biodiversity. Architects and landscape architects are responsible for the design of the building. The architect stated we believe in good environmental architecture.

The actors can either be internal (work in the company) or external (consultant company, other collaborative and suppliers) (Freeman, 1984). Some internal actors are the key drivers in green roof adoption, whereas the external actors can either be drivers or barriers.

Internal actors such as architects that plan the green roof are key actors in the green roof adoption. When internal architects, landscape architects, constructors and engineers work aligned then the green roof adoption will be successful. Companies with internal actors that have the ability to plan and construct the green roof are seen as drivers.

Figure 4.2 illustrates companies with few internal actors that result in small scale green roof adoption for environmental awareness.

Companies with less internal drivers such as architects and landscape architects do not develop new housing which leads to low green roof adoption. Company G does not develop new buildings often, or in other words, a building each 5-10 years. Their green roof adoption is seen only on environmental houses such as bicycle and garbage houses. The energy chief stated we want to make the customers who rent our apartments environmentally aware. The lack of internal actors with expertise in architectural

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planning and construction lead to small scale green roof adoption; thus, the only driver is the internal sustainability department to create environmental awareness among the customers and make their small-scale houses aesthetic and covered with greens.

Internal constructors and engineers who are not directly working with architects from within the company also adopt small scale green roofs. By looking at company D the main internal drivers are the building owners, constructors and engineers. The CEO said that the constructors and the engineers are less motivated to work with green roofs. The authors also see these actors as barriers. However, in company D’s case the constructors and the engineers are the main drivers. Therefore, they design the green roofs only on small scale houses.

Company D’s CEO has a family relative who is an architect. His influence made the CEO develop a green roof on a large building (a daycare). Hence, the relative is seen as an external actor. Further, the authors mention more external drivers further in the research. The constructors prefer to work with small scale green roof adoption as previously mentioned; however, since the relative of the CEO is an architect, when they work aligned green roof adoption might be developed on a larger scale.

Figure 4.3 illustrates internal and external actors’ collaboration towards green roof adoption. Also, a conflict of interest is shown between internal and external actors.

Companies with internal architects or engineers and constructors develop new building with the adoption of green roof. As previously mentioned architect are motivated to develop beautiful buildings. Architects often compete with each other in order to get permission to build their buildings. The competition is all about space creation and aesthetic of the building. Further, materials of the building need to be considered when building in order to develop the most beautiful building factor such as biodiversity. It has been seen that Company A, B and C are always involved in architectural competition to get their proposal accepted in order to build. Green roof is one of the factors that bring biodiversity and makes the building appealing. This is the main reason why architectures and landscape architectures are the key drivers in this process.

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Figure 4.4 illustrates companies that have all key internal actors that collaborate with external actors in order to build shared values and bring green roof demand on the green space factor.

Companies with all key internal actors such as in figure 4.4 are very motivated to develop green roof on their buildings and influence other private companies to adapt green roof on new developed housing. With all actors internally, the company are able to get a good control of the situation of green roof adoption. Architects and landscape architects working together with constructors and engineers in the same company drives a collaborative approach. In company E and F the constructors and engineers no longer be seen as barriers. Since company E and F have all the key actors, they develop green roof on bigger scale than A, B, C, D and G. Company E and F buy an area from the municipality and they adapt green roof demand and then sell lots to private organization depending on their proposal. This strategy force company A, B and C to adopt green roof in their proposal because of the architectural competition.

4.1.4 Municipality, NGO, customers and consultants as external actors drivers

Several companies (A, B, C, D and G) do not have all the key actors internally in their company; hence, they hire external actors to complete the team. External actors with the right expertise to develop the green roof are seen as drivers. Such actors are green roof companies (NGO), architects, landscape architects, constructors and engineers (consultants). There is a possibility that constructors and engineers can be perceived as barriers from the architects in some companies depending on different circumstances such as personal preferences of the building design, etc.

Since the green space factor is a demand from the city municipality (Malmö Stad). It is an essential external actor for all companies. Further several companies (E and F) collaborate with Malmö Stad; Hence in order to set higher standards and to lobby recurring green roof demand policies several other companies (A, B, C, D and G) have Malmö Stad as externals; thus building permission is needed from the municipality. Malmö Stad also provides expedite permit when green roof is adopted in the detail drawings of the buildings which is another driver.

Due to the fact that customers like the atmosphere of the green roofed building they tend to prolong their stay and have no intentions to moving out; As such company B seeks environmental housing for their customers in order to provide a sustainable living for them.

4.2 Barriers in green roof adoption

Several barriers can be represented as actors, mostly such as external constructors and engineers as well as the internal CEO of the company.

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4.2.1 Adoption of green roof on existing building is an economic internal rule barriers

If the green roof adoption plan is reviewed at a later stage of the building (at the end of the project), the cost will be profoundly expensive; thus, a redesign and reconstruction of the building have to be made. The green roof adoption requires being viewed at the beginning of the project, or in other words in the planning phase. Additionally, if they consider adopting the green roof after the building is already built, the price will be huge. Therefore, they need to demolish the roof - redesign, reconstruct and rebuild.

4.2.2 The market and zoning1_{plan as external rule barriers}

Company E and F recognize fewer requests on green roof among the private companies in the market. The authors define the market as a barrier it is more difficult to sell the lots when a green roof demand is concerned over other private companies. Moreover, if private companies do not seek to adopt green roof then they will not buy a lot.

Both companies E and F overcome the market barriers through setting a competition between the privates. The competition will eliminate those who do not seek the standards that is set by company E and F.

The last external rule barrier of the green roof adoption is defined as the zoning plan from the architectural point of perspective. For instance, a certain area has a fixed zoning plan that requires all building within the area to have a gable roof in order to adopt green roof. Therefore, the zoning plan can be seen as barriers because all buildings in the surrounding of this area are required to have gable roof in particular.

4.2.3 CEO, constructors and engineers as internal actor barriers

The CEO can be a possible barrier when it comes to green roof adoption because of his/her decision on where to adopt the green space (on the rooftop, on the ground or on the wall). The CEO is an internal actor that can be perceived as a barrier; thus, he/she is interested in the market. However, if there is no request from the customers on green roof then he/she has the option to disagree with the adoption of a green roof. In this manner, the CEO’s decision will appear as the best solution for the green space factor. If the CEO sees green roof adoption as the best solution for green space factor then green roof will be adopted. But if the request of green roof in the market then the CEO can decline the green roof.

Company D also sees their internal constructors and engineers as internal barriers thus they do not like to work with green roofs on the bigger scale. In the next paragraph the authors will explain why the constructors and engineers can be perceived as barriers.

4.2.4 Constructors and engineers as external actor barriers

Architects perceive constructors and engineers as barriers when designing the green roof adoption. The engineers and the constructors are the ones responsible for the building’s capacity to hold the construction. Due to that a conflict of interest over the design of the green roof with the architect may occur. The architect pointed out a project that they did not get through because the green roof was an intensive type and the construction did not have the capacity to hold the construction due too much weight. In this way, the architects need to edit the drawings to fulfill the engineer's requirement to construct.

1_{The zoning is used to coordinate and control the urban planning of the city, regulations, traditional initial for}

planning and coordination (Gu, 2014). It is an architectural guideline that planers need to follow in order to get a permit to build (Gu, 2014).

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Ordinary roof companies can also be barriers, when they lack expertise within green roofs. The CEO from company D pointed out that ordinary roof company do not have a wide spectrum of green roofs. The choices of the green roofs are very limited. The ordinary roof company are experts in “black roofs” and green roof is not their expert field. When company D want to adopt a green roof on their environmental houses, they hired ordinary roof company as consultant to adopt their green roof. The CEO pointed out that they always hire the same company to adopt their roofs.

4.3 Green roof adoption as a system phenomenon

The system of adopting green roof is seen as the adoptive and complex manner of stormwater management in the city. Adaptation is a key feature of sustainable ecological, social (Folke et al., 2005), (Folke, 2006) and agricultural systems (Howden, 2007).

The timing, actors, and practices are important matters when it comes to adopting green roof. When developing a new building, the system automatically is defined as adoptive because the green roof adopts green as per the requirements that are set. Nevertheless, it is easier to design a green roof from the start of the sustainable development of the building because in this manner it follows a pattern of mandatory green roof claim. The internal actors are the main ones that drive companies to adopt green roof technology; hence, their decision is crucial in the process. However, it is the external factors that enhance the adoption of green roofs.

The internal and external rules drive the system ahead and balance it accordingly. Moreover, Malmö Stad sets certain demands on newly developed buildings which is the policy defined as a green space factor (Kruuse, 2011). It is a manner of balancing the stormwater system in the city; thus, it enhances the flood risk management in the city towards a more sustainable city (Stahre &Geldof, 2003).

The underlying notion behind the green space factor is seen as an external policy that incentivizes private companies to implement the green space on the roof; thus, they save economic cost for not occupying big space from the city. The demand is not strict for green roofs; hence, some companies do not see the best solution for green space factor in the face of a green roof. The internal rule determines whether the green roof is the leading resolution for green space factor or not. Some companies seek to be more sustainable than others, whereas other companies in the branch seek to enhance their sustainability development by showing esthetical signals and claiming to have environmental awareness in the company. The system seeks balance, but often barriers push it backwards to the adoption. The green space demand applies only to newly developed buildings as mentioned above. The buildings that already exist possess barriers in the system when adopting green roof.

The barrier is an internal manner of economic formality cost that internally rejects expensive developments within the company. Therefore, the process of adoption is costly, and it does not generate benefits that are equal to the economic cost.

External actors are also seen as barriers due to occurrence of a conflict of responsibility. The engineers and constructors both have a responsibility to make the buildings’ construction solid and safe. There are cases when architectures seek to be creative as out of the box thinking and they design intensive green roofs that carry too much weight on the roof. Then it can be difficult to calculate the best solution for the construction. Also, the constructors are the ones bearing full responsibility and insurance on whether the building will be able to carry the tremendous weight. Further, the design of the green roof needs to be less intensive in order for the engineer to feel safe of taking the responsibility of the construction’s development

Further, when adopting a green roof in already developed areas, an occurrence of barriers in the system is also plausible. A zoning plan is applied only on the newly developed buildings in the city. However, if all other buildings in the surrounding within the area lack green roofs, then zoning barriers occur towards green roof adoption in that certain zoning region.

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4.4 Three adoption categories of green roof

Based on the authors research the case companies are categorized into three categories. These categories present the different patterns of adoption.

Company E and F are seen as transformational, they set a demand on the green space factors in order to promote biodiversity and green “thinking”. Private category based on the collected data in relation to driving factors and their way of tackling issues (Chen, Chang & Lin, 2014), (Reinout & Oostenveld, 2010). In this case, a private company buys land that covers a certain region such as a neighborhood and they put a demand for all other actors (potential land buyers, residents, etc) have to implement a certain amount of green on their buildings. Therefore, it is a mandatory procedure that has to be followed. For example, there is a private housing company based in a certain area of Malmö that has encouraged green roofs in urban areas by setting a high standard for other organizations to follow.

Company A, B, and C are the adapters, they follow the zoning plan and the green space factor that has been set by other companies (Heifetz, 2011). For instance, a certain area has its private housing houses owned by an influencing company from the transformational private type as per the category above. Then, an adaptive company seeks to buy buildings, or land and build in the area; therefore, they are required to implement green space.

Company D and G are considered as the Green skinners because of their intentions of “wanna be’s”. The name “Green skinners” derives from their approach when adopting green roofs. In this category, the companies that implement green roofs are not required by any rule, or any particular demand to adopt green; hence, they do not have that many greenhouses. The small amount of green they put is due to creating a green image for themselves.

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Figure 4.5 Illustration of the three adoption categories of green roof

The model above describes the authors’ findings on the subject of green roof adoption when it comes to private medium to large companies operating in Malmö. Several companies in Malmö, own already build houses that hold certain zoning plan. Hence, due to being an exception to the zoning plan they implement the minimum requirement of green roof layers that is hardly noticeable for the eye. Their vision for an environmentally friendly construction leads them to place the green on garbage and bicycle parking houses. The authors selected to name this type of companies as Green skinners based on their strategy to become a greener company. As in order to magnify the image of their sustainability as a company among other firms, they implement the adequate amount of green on their environmental houses. Hence, they "mask" them in green "skin" in order to achieve higher accountability on the market and increase its brand value.

The middle section in the model describes the private companies that develop their houses with the green roof from the start initials of the project. Those companies have either internal architects or they must follow a certain environmental mission to achieve their holistic sustainable vision. The authors named the type of companies the Adapters; thus, their system is adaptive since they develop new buildings in an area with green space factor demand from publicly owned companies.

Lastly the upper section in the model describes how private companies can buy a bigger lot, set new demands and sell it further to other private companies. Also, to build their own buildings in it in order to set a certain standard. This type of companies has all of the actors (internally) within the company. They are known to collaborate with a publicly owned company such as Malmö Stad in order to add the demands for further development of a certain area.

The authors named the type of companies as Transformators; thus, they transform an area and make certain demands that other private companies must agree on to develop their buildings in. The Transformators force other private companies to adapt to the system and implement green roofs on their buildings. The private adapters in areas of Transformators are competing with each other to be more sustainable in terms of stormwater management, energy consumption, and biodiversity adoption. The private Adapters are competing with each other to get the trust of the Transformators to be able to develop more buildings on the Transformators land.

Three categories are identified as following:

Category 1): The transformational private category (E and F), or transformational leadership style

is companies E and F which make the rules and set the standards for other companies in a certain area. They are the role models that create other leaders through their leadership. For instance, a private company buys a certain region and put a demand that all building must have a certain amount of green as a requirement.

Category 2): Private adaptive (A,B,C), or adaptive leadership style is the companies A, B and C and

they all follow a certain vision and are going through a continuous changes, challenge and adaptation (Heifetz, 2009). They are considered being flexible and able to adjust different innovative technologies on the way to improve their company and the quality of people’s lives. They provide drivers through their leadership due to setting the quality levels and pushing other companies to adapt the same plan of green landscaping. Their ambition is epitomized by the outstanding expansion of companies from the first category such as the transformational private one.

Category 3): The Greenskiners (D and G), or greenwashing companies. Company D and company G

are the “wanna be’s” organizations that put green roofs in order to show that they are green and sustainable; however, they do not put much thought into it, and do not have it as a value embedded in the company.

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5. Policy implications

In this paragraph, the authors will discuss green space factor and policy implications in relation to green space adoption.

Since the green space factor is an existing demand from the municipality, it forces private organizations to adopt green spaces, but it does not define whether the greens should be on the ground, or at the rooftop.

The green space factor itself is a requirement for newly developed buildings, not for already build houses. By adopting the green space factor in each contract when selling a land, it will allow more buildings to have more green spaces as a mandatory demand. Private companies are obliged to accept Malmö Stads policies in order to develop their buildings. They are also the ones to decide whether to put the green space on the ground, on the rooftop, or on the wall; however, it is an obligation that a certain percent of the area is covered with green space. The green space factor is also being used in order to minimize the degree of asphalt surfaces and to protect a certain amount of green coverage (Kruuse, 2011).

Figure 5.1 illustrates policy implication in green roof adoption

Another implication of green space factor is vital when it comes to stormwater assessment. Malmö is a city that has small size underground pipes which are the only tool for flushing the water into the sea or the ocean. Due to that the city experiences flooding when heavy rain occurs in the area; hence, the green space factor is vital in order to tackle the stormwater issue (Kruuse, 2011). This is because the green roof spaces keep the water on the roof until it evaporates back in the air. It is beneficial for biodiversity and stormwater management and flood risk management in urban areas.

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So how can private companies encourage other ones to be more sustainable to the environment, contribute to the public wellbeing and straighten the green space factor outcome? The answer is a specific green roof demand is needed in order to achieve the task. The policy implications is summarized in Figure 5.1. By looking at the policy implication model, the authors define the collaboration between the municipality and the Transformational housing organizations in order to apply a green roof demand. Instead of the municipality to sell the lots separately, they need to sell the whole area to a transformational housing organization (Transformator) in order to further collaborate into setting new sustainability demands.

When a collaboration between the municipality and the Transformators takes place, then a green roof adoption demand becomes mandatory for private organizations. In order for the collaboration to take place, the municipality has to sell the area to a Transformator company. The Transformator’s company further sell the lots to other private housing organizations adopting the green roof demand along with other sustainability standards.

A shared value that derives from the collaboration is a “win - win” situation for the private and the public due to the fact that the area will be greener and more sustainable. Also, it leads to a competition between different private housing organizations which pushes them to adopt greener roof in order to get legitimized by the Transformators and buy more lots. Regardless of the competition, a shared economic value will be created between the municipality and the privates. From a social aspect, the creation of shared value disables segregation in the area as it also sets equal value.