TVE - LKF 19 049
Examensarbete 15 hp
Juni 2019
A study in sustainability within the
building value chain: An
organization-based case study
exploring the architect’s
responsibility
Amanda Cathrin Andersen
Kandidatprogram i ledarskap – kvalitet – förbättring
Abstract
A study in sustainability within the building
value chain: An organization-based case study
exploring the architect’s responsibility
Amanda Cathrin Andersen
Teknisk- naturvetenskaplig fakultet UTH-enheten Besöksadress: Ångströmlaboratoriet Lägerhyddsvägen 1 Hus 4, Plan 0 Postadress: Box 536 751 21 Uppsala Telefon: 018 – 471 30 03 Telefax: 018 – 471 30 00 Hemsida: http://www.teknat.uu.se/student
The modern form of humans has thrived on the planet for the past 200.000 years. Since back then and all the way to the present we’ve had several basic, physiological human needs, one of those being that of shelter. To create constructions that may inhabit our population in both residential and commercial regards, someone must show intelligent use of all the factors required to design a building that meets and exceeds clients’ expectations. This is where the role of the architect plays in. In this role, the study seeks to find what responsibilities can be found in line with sustainability actions and providing a better future. The study has been carried out at Blaavand & Hansson A/S architectural firm, where a study has been conducted on the basis of a recently finished project with external sustainability demands: The bay dormitory in Sønderborg. Here, it is found that a profound implementation of sustainability is lacking with the potentials of implementing ideals, reviewing the current work done and the approach taken. The architect’s role in sustainability is considered somewhat complex. the complexity is derived from open roles that lead to different interpretations of responsibilities and obligations. The architect has an initial role in the industry, attaining exclusive design and decision-making mandates on all early stages of construction projects. This means that the architect is providing consultation, suggestions, and demands that may either harm or benefit the triple bottom line performance. The architect’s responsibilities fall in line with being advice-giving, consulting, spokesmen and advocates of sustainable alternatives. They have a role in being informed of what sustainable actions can be carried out and implement them as requirements, advising the client of the need to look beyond self- benefit, knowing that a holistic approach to benefit evaluation will also benefit the client. The study finds that a suitable solution for the implementation of sustainability at Blaavand & Hansson falls to the likes of implementing a holistic approach and strategy utilizing visualization tools, attaining new knowledge through education and re-evaluating current relationships with business stakeholders and customers.
Keywords: Agenda 2030, Architectural profession, Design, Holistic work approach, Responsibilities, Standards, Sustainability
Handledare: Peter Aagaard Ämnesgranskare: Raine Isaksson Examinator: Mia Ljungblom TVE - LKF 19 049
Sammanfattning
Människan har levt på planeten de senaste 200,000 åren. Sedan dess och ända tills nu har vi haft flera grundläggande, fysiologiska mänskliga behov, en av dem är skydd i form av boende. För att skapa konstruktioner som kan leva upp till vår befolkning i både boende och kommersiella hänsyn, måste någon visa intelligent användning av alla de faktorer som krävs för att utforma en byggnad som uppfyller och överträffa kundernas förväntningar. Det är här arkitektens roll spelar in. Studien syftar till att hitta det ansvar som finns i linje med hållbarhetsåtgärder och skapandet av en bättre framtid. Studien har genomförts på Blaavand & Hansson A/S arkitektbyrå, där en studie har genomförts på basis av ett nyligen avslutat projekt med externa hållbarhetskrav: Hamnfrontens studentboende i Sønderborg. Här konstateras att ett djupgående genomförande av hållbarhet saknas med potential att genomföra ideal, granska det nuvarande arbetet och den strategi som vidtagits. Arkitektens roll inom hållbarhet anses vara tämligen komplicerad. Komplexiteten härleds från öppna roller som leder till olika tolkningar av ansvar och skyldigheter. Arkitekten har en första roll i branschen, att uppnå exklusiv design och beslutsfattande mandat på alla tidiga stadier av byggprojekt. Detta innebär att arkitekten ger konsultation, förslag och krav som kan antingen skada eller gynna resultatet enligt Triple Bottom Line. Arkitektens ansvar ligger i linje med att vara rådgivande, konsulterande, talesmän och förespråkare för hållbara alternativ. De har en roll i att bli informerad om vilka hållbara åtgärder som kan genomföras och implementera dem som råd till kunden om behovet av att se bortom egen nytta, i vetskap om att en helhetssyn vid utvärdering av nytta också kommer att gynna kunden. Studiens resultat påvisar att Blaavand & Hansson A/S kan integrera hållbarhet genom att utvidga deras vy i form av att applicera en helhetssyn. Sedan bör de även implementera en hållbarhetsstrategi med hjälp av visualiseringsverktyg, kunskap och omvärdering av aktuella relationer med affärsintressenter och kunder.
Nyckeltal: Agenda 2030, Ansvar, Arkitektur, Design, Holistiskt tillvägagångssätt, Hållbarhet, Standard
Preface
For this study, I wish to express my deepest thank you to Peter Aagaard and Rene Holm Schmidt for being welcoming, showing thorough interest and assisting me with material throughout the process of the study. Further, I wish to thank Thomas Michelsen as well as both directors of Blaavand & Hansson A/S for making time and effort towards the interview. A special thanks to Peter Aagaard for his role as the contact person and for his engagement in the study and the correspondence. Lastly, I wish to convey my thanks to Raine Isaksson for being a remarkable supervisor and mentor. Any and all advice, as well as material suggested, has been of great value and for that, thank you.
Sønderborg, May 2019
Innehållsförteckning
1. Introduction ... 1
1.1 Preamble ... 1
1.2 Problem formulation ... 3
1.2.1 Shares in damage spectrum per damage factor ... 3
1.3 Purpose and research questions ... 5
1.4 Delimitations ... 5
2. Literature review ... 5
2.1 Theoretical foundation ... 5
2.1.1 Providing adequate shelter ... 5
2.1.2 Sustainability and sustainable development ... 6
2.1.3 The Triple Bottom Line, TBL, proposed by Elkington (1994) ... 7
2.1.4 Deutsche Gesellschaft für Nachhaltiges Bauen, DGNB ... 8
2.1.5 Corporate Social Responsibility ... 8
2.1.6 Sustainability in a holistic sense ... 8
2.1.7 Quality improvement and business management ... 10
2.1.8 Organisational change and development ... 12
2.1.9 Process Mapping ... 13
2.2 Previous studies on architect’s role in sustainability ... 15
3. Methodology ... 16
3.1 Study design ... 16
3.2 Method for data collection ... 16
3.3 Data analysis ... 17
3.3.1 Scientific research material ... 17
3.3.2 Improvement tools, Total Quality Management ... 17
3.4 Validity, reliability, and generalizability ... 18
3.4.1 Validity ... 18
3.4.2 Reliability ... 18
3.4.3 Generalizability ... 19
3.5 Ethical frame of reference ... 19
3.5.1 Objectivity ... 19
3.5.2 Anonymity and confidentiality ... 19
3.5.3 Requirement on information communication ... 19
3.5.4 Requirements on consent and authorization ... 20
4. Result ... 20
4.1 Interview findings, Blaavand & Hansson A/S ... 20
4.1.1 Defining sustainability allocated to the architectural profession ... 20
4.1.2 The architect’s role and responsibility ... 21
4.1.3 Areas of potential impact relevant to smaller architectural businesses ... 22
4.2 Investigative findings ... 22
4.2.1 The value chain for providing shelter... 22
4.2.2 Adding sustainable architecture to the building value chain ... 24
4.2.3 The sustainable architectural status quo in Denmark ... 29
4.2.4 Case: The bay dormitory project, Blaavand & Hansson A/S ... 29
4.3 Finding a solution for Blaavand & Hansson A/S ... 32
5. Analysis ... 34
5.1 How could the process of providing sustainable shelter be conceivably visualized? .... 34 5.2 What responsibilities are allocated to architects related to sustainability in Denmark? 40
5.3 How can smaller companies within the specific field work more pursuant to the triple bottom line? ... 44 5.4 Analysis conclusions ... 46 6. Discussion ... 47 6.1 Individual reflection ... 48 7. Conclusions ... 49 7.1 Study conclusion ... 49
7.2 Concluding discussion with suggestions on future research ... 50
Bibliography ... 1
Appendix 1. Interview questions, Blaavand & Hansson A/S ... 8
Appendix 2. Accountment of interview answers, Danish ... 10
Illustrations
Figure Page
Figure 1 An estimation of the core process of construction 6
Figure 2 Visualisation of a value chain 9
Figure 3 The overall picture of TQM 11
Figure 4 The cornerstones of Total Quality Management 12
Figure 5 Example of an Ishikawa diagram 14
Figure 6 Example of a Flowchart diagram 14
Figure 7 SIPOC Flowchart of activities in the architect’s work 23
Figure 8 The building value chain 24
Figure 9 Construction process for the bay dormitory 31
Figure 10 Example of a Scrumboard 33
Figure 11 PAV for Blaavand & Hansson A/S sustainability improvement 34 Figure 12 Ishikawa diagram of success components, Sustainable Architecture. 40 Figure 13 SIPOC Flowchart of activities in the sustainable architect’s work 44
Table Page
Table 1 Shares in damage spectrum caused by construction (in percent) 3
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1.
IntroductionAs the building and property industry continuously grows, so does its positive as well as negative impact put on its surroundings. In line with higher industrial demands of corporations taking responsibility for their short-term and long-term bearing factors, even architectural firms are being evaluated on their sustainability and corporate responsibility efforts and reporting. The first chapter highlights the scope of the study together with introduction to the case and the organisation along with research questions and specific outlines. The initial chapter presents the groundwork to a study showing the architect’s role and responsibility and how architectural businesses regardless of size may operate in a manner that fulfils their sustainability obligations.
1.1 Preamble
The modern human has thrived on the planet for the past 200.000 years. Since the beginning, we have had several basic, physiological needs (Jansson & Ljung, 2017, p. 62). These include among others the need for clean air, nourishment, safety and, specific to this study, the need for shelter. This need has evolved in line with technology, lighting, and comfort transitioning from delighters to must-haves (Berger et al., 1993, p. 4). Providing modern shelter for a massively growing global population means that an enormous industry is constantly cumulating, searching for new ways to achieve higher customer satisfaction through construction. Where there once were simple requirements, advancement of technology has led to requirements advancing too. Now requirements have reached new levels of sophistication and are oriented around designing according to specific sensations and styles, comfort, and ease as well as placement of natural light. Even the building’s effect on the social and natural environment has become an uppermost requirement in the twenty-first century both for marketable as well as private constructions. To create the constructions that may inhabit our population, someone must show intelligent use of factors required to design structures. This is where the role of the architect plays in. If one looks 150 years back, the role of the architect comprised surveying and constructing along with military and civil engineering. Then, the measure of success in a construction project was quite different than that of the architecture of today. The variations are found in the nature of the evidence obtainable at the time and in the techniques developed to assess that evidence (Conway & Roenisch, 2015, p. 33). Trends throughout the architectural history are influenced by the knowledge of that time in history. Through time, architects have been influenced by past architecture, either with intentions of improving standards or by attaining inspiration from it (Conway & Roenisch, 2015, p. 33). Looking back to the eighteenth-century, questions of society, monarchy, aesthetics, and history became a big part of design with enlightenment on the need for implementing societal needs and tradition into sophisticated construction. With reminiscence of earlier centuries, however significant they were to the development, no centuries have previously had the technological data needed to understand how the constructions burden the world. In later years, research has started revealing that working with the construction of buildings and structures causes significant impact on the environment, national and worldwide economies as well as societies. The need for construction with sustainability awareness stems from a growth in urbanisation resulting in the identification of high levels of harmful impact on the environment, exceedingly heavy material, and resource consumption as well as volumes of waste generated during construction projects.
In current times, adapting knowledge of how to work in cooperation with our surroundings has become a necessity for architects to bring into their skill set. This means getting to understand the profound scope for sustainable construction and how it can be translated into universally accepted practices. With this, the significance of confronting sustainability issues has gained
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momentum, which has led to focused research on sustainable procedures to counterbalance the impacts caused by aged practices. One particularly important effort is the Agenda 2030 (UN, 2015), where it is evident that the construction industry has an ultimate opportunity to engage in environmental and societal concerns due to its key share in resource spending and contributions in damaging the planet. Agenda 2030 is an action plan created to exhibit global pain points for our environment, people, and prosperity, and demonstrate the demand for collective and individual responsibility. However, even if the construction industry is, at part, sharing responsibility for a vast majority of the Agenda 2030 objectives, there is a knowledge gap in understanding the proportion of sustainable actions that must be taken. While the aim of developing inter-disciplinary practices on the engineering and technical issues is recognized, the proportion of the issue spectrum is still uncertain. Early research suggests that sustainability cannot be achieved without collaboration with members of the supply chain in order to cultivate products and services based on environmental integrity, social equity, and commercial viability (Adetunji et al, 2008, p. 161). The doubts that trigger research such as this one, is what actions are sustainably important for the architect to initiate and what the critical success factors, CSFs, are for integration of sustainability into the construction supply chain in which the architect is a key provider. This is what this study aims to highlight by looking at a case and analysing their mindset with an investigative approach. The study presents thorough research that highlights full market-specific problems and struggles in parallel to a small, but real case organisation which may help with future project governance in sustainably developing architect firms. The organisation chosen for this thesis is Blaavand & Hansson A/S, a local architectural firm in Sønderborg, Denmark. The corporation is a contemporary architectural firm with a wide array of projects spread across Denmark including construction of commercial, residential, and recreational buildings. At the organization’s studio, employees with diverse proficiency are working together to cover all architectural services ranging from design, sketch proposals, and visualizations, to construction management, professional supervision, and time management. To establish connection to the chosen organisation, general problems that burden the market are translated to a local context which contribute to a local understanding. The case organisation has yet to incorporate sustainability which means that they are missing out on opportunities for helping their surroundings thrive. While translation of sustainability into applicable activities in the case organisation’s value chain are still missing, the data yielded from the organisation will surround their first comprehensively sustainability-oriented project. The project used to identify the specific corporation’s mindset on sustainability is the construction of a dorm facility located on the north bay of Sønderborg, Denmark. The building is part of a larger master plan with intents on making an otherwise overlooked area of Sønderborg attractive and dynamic.
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1.2 Problem formulation
Present definitions of sustainable architecture and understanding of the concept in general terms remain vague. Even in countries with leading expertise on sustainable development, such as Denmark, the exact meaning behind the concept of sustainable architecture is still unclear. Therefore, the interpretation of the concept to small-to-medium organisations is likely to become problematic without superior insight into what the concept entails. As requirements on sustainability within construction are vastly erupting, all organisations operating within the industry are expected to contribute to their local area. The challenge is for smaller organisations to obtain all knowledge needed to keep up with larger organisations as the trend evolves. The need for a tangible definition of sustainable development in architecture as well as a clear translation of the definition into actionable responsibilities for any organisation operating in the industry is extensive. Yet, in order to understand the industry duty, one must first understand the nature of the problem. To this study, these major damage factors have been identified:
1.2.1 Shares in damage spectrum per damage factor
Table 1. Shares in damage spectrum caused by construction, 2019 (in percent)
Source Problem Area Annual Vol. (construction) Total Value Share
UNEP (2019) Energy Demand 57,18 TWh (TWh = Terawatt-hour)
158,839 TWh 36%
IEA (2020a) CO2-emissions 12,99 billion tonnes 33,3 billion tonnes 39%
The World Bank Waste generation 1,1 billion tonnes 2,01 billion tonnes 50%
A need for profound consideration towards sustainability is issued from the detrimental impacts the construction industry is having on the world. This study is centred around energy demand, CO2 emissions, waste generation and material demand, as well as pollution rates. This frequently growing sector has major, detrimental impact on the environment as it is largely draining the earth of non-renewable resources, is a substantial source of waste, a vast contaminator, and an imperative contributor to land dereliction (Othman, 2007, p. 2ff). The following sub-chapter present the damage spectrum caused by construction.
1. Material demand: In developed nations, misuse of resources combined with intensive
production is overwhelmingly inefficient and the intensity of construction’s material demand is constantly scrutinized. The common materials used in construction are known as C&D materials, referring to construction and demolition (Cabalar et al, 2016, p. 1). Examples of these are plastic, gypsum, brick, asphalt shingles and wood. More importantly, we have concrete and cement. Today, concrete is the most widely used man-made building material, with 4.1 giga tonnes being produced in 2019 (IEA, 2020b). Frequently earth is being utilized as a building material (Minke, 2012, p. 11). This is due to developing countries' limitations and modern nations’ rising interest in the sustainable look (Vyncke et al, 2018, p. 2). With awareness growing, people are searching for options providing low carbon footprint, low thermal conductivity, and optimal hygroscopic features. The stretch from available non-supply chain materials to commodity supply materials created specifically for buildings is wide and includes anything from bush and timber to composite wood, composite plastics, and various metallic elements, however the most prominent material remains to be concrete. The significance of materials in sustainable development falls to the consumption of non-renewable, finite materials and the production of waste. Until now, progress on waste management has been restrained by deficient resources, shortcomings on standardization, lack of education and restricted profit margins (Redling, 2018, para 3).
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Materials are relevant for the end-phase of construction, as the demolition of buildings entails massive burdens on the planet in terms of waste debris and disposal (Raju & Kameswari, 2018, p. 20). The World Bank (n.d, para 1) submits that our annual waste generation reached 2,01 billion tonnes, and research suggests that building material accounts for half of all solid waste generated globally (Redling, 2018, para 2). Examples of waste created are byproducts, slag, brick dust, sludge, and glass (Barbuta et al, 2015, p. 81). Regarding the volumes of waste that is generated during construction, Raju and Kameswari (2018, p. 20) finds that 40 to 60 kilos of waste is generated per square meter.
2. Energy demand and usage: When considering the energy demand of all operational
activities in construction alone, the final use reached 44,47 TWh in 2019. This translates into 28% of the total energy use that year (World Green Building Council, 2019, para 1). Studies have shown that constructions constitute approximately 40% of the world’s total energy use (Larsen & Sønderberg Petersen, 2011, p. 23. Risø energy report 10). As seen in table 1, in 2019 the construction industry’s share in energy demand reached 36% of the total energy consumption (Birol & Andersen, 2019, p. 12). While this is alarming, demand on current energy sources in the global building sector can increase by 30% by 2060 if more significant effort is not made to address energy-efficient solutions. In 2019, the global energy consumption was 158,839 TWh (Ritchie, 2019).
3. Top-level emission of CO2: Considering the carbon emission factor, Huang et al
(2018) found that the global construction sector was accountable for 5.7 billion tonnes of CO2 emissions back in 2009. Jiang and Wong (2015, p. 850) has reported that the building sector has been confronted with devastating challenges over the previous years, and in the year of 2016, the buildings constituted around 9.0 billion tonnes of CO2 emissions (UN Environment and International Energy Agency, 2017, p. 7), which is a largely significant increase. With an overwhelming demand for new constructions, this number grew to 12,99 billion tonnes in 2019 which entails that the number has doubled in the past ten years. Construction caused 1,8 tons carbon emissions in Denmark in 2014 (European Commission, 2018, p. 13). When only considering energy-related CO2 emissions globally, buildings constitute with 28%. When adding in the full construction industry, that number increases to 39% (Birol & Andersen, 2019, p. 15).
4. Pollution infliction: The construction industry is a bearer of enormous pollution,
causing global issues with air quality, quality of drinking water and ozone depletion (Willmott Dixon, 2010, p. 2). Non-precautionary habits of waste procreation generate a huge problem in our environment as it causes air pollution through fine particles and dust spreading in the atmosphere and it infects our world with poisonous chemicals (arsenic, beryllium, cobalt, lead, mercury, selenium, thallium, hydrocarbon compounds etc.) that are exuded out to landfills, quarries, rivers and oceans. As such, there is a need for buildings to be planned for durability with low embodied energy with focus on reducing this pollution (Grierson, 2011, p. 4). This is a key factor for the architect to bear in mind. While it is nearly impossible to provide sufficient data on the extent of pollution infliction by the construction industry due to the many factors that determine each construction project's pollution volumes, intensive research has been done to identify what major types of environmental pollution is caused by construction. The high-caliber areas are noise, light, water, solid waste and dust (Shuai-ping, 2018, p. 1289). What can be measured is the direct harm caused by this pollution, and according to Jiang and Wong (2015, p. 850), 80% of agriculture, 60% of timber production and 90% of hardwoods are directly harmed related to the process of construction.
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1.3 Purpose and research questions
The purpose of the study is to identify the sustainability context in the building value chain, exploring the architect’s role in it with attention focused on Denmark. Further, the purpose is to highlight what architectural businesses in Denmark can do to improve sustainability within the area they serve. The study seeks to illustrate obligations for sustainability within the architectural market as part of achieving advanced industrial quality.
1. How could the process of providing sustainable, adequate shelter be conceivably visualized?
2. What responsibilities are allocated to architects related to sustainability in Denmark? 3. How can smaller companies within the specific field work more pursuant to the triple
bottom line?
1.4 Delimitations
• The study seeks to find general sustainability-oriented accountabilities affiliated with the architectural market, but the results will first and foremost describe the situation as it is in Denmark.
• The study is set to highlight what organisations can do to improve sustainability within the area they serve, where the result will describe internal measures and potentials which does not demand direct collaboration with other members of the industry.
2.
Literature reviewIn the following chapter, a review of existing material and literature will be executed. The chapter shows areas of theory that lays a foundation for the following study. The following theoretical foundation includes components related to sustainability, architecture, the merging of both concepts, holistic approach to business and organisational change.
2.1 Theoretical foundation 2.1.1 Providing adequate shelter
Adequate housing was first established as part of the right to an adequate standard of living in the 1948 Universal Declaration of Human Rights and later in the 1966 International Covenant on Economic, Social and Cultural Rights (UN Habitat, n.d., p. 1). Looking at the declarations of rights to adequate housing, freedoms included is the safety against forced evictions and the arbitrary destruction and demolition of one’s home; the right to be free from arbitrary interference with one’s home, privacy, and family; and the right to freely select one’s residence, to determine where to live with freedom of movement (UN Habitat, n.d., p. 3). Providing shelter to safeguard peoples’ adequate standard of living is the fundamental purpose of the architect, see figure 1. The National Council of Architectural Registration Boards, NCARB, defines the architect as “a licensed professional trained in the art and science of the design and construction of buildings and structures that primarily provide shelter. An architect will create the overall aesthetic and look of buildings and structures, but the design of a building involves far more than its appearance. Buildings also must be functional, safe, and economical and must suit the specific needs of the people who use them. Most importantly, they must be built with the public’s health, safety, and welfare in mind” (Hubbard, 2018).
The activities that go into working with architecture are plenty (Kowalski Architects, n.d.). As an architect the primary function is setting up thorough, schematic designs and ensure that designs based on market conditions, planning and briefs are set. This means working with project concepts, calculations, blueprinting, council approvals and construction sequences.
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After finishing all pre-construction planning, the architect provides guidelines to constructors and prepare maintenance planning for the client post-construction. With novel insight, all process steps must entail in cautious use of resources even post construction to lower current use (Johnston et al, 2014, p. 3). As seen in figure 1, the architect’s work in a construction project reaches far beyond the drawing of blueprints and concept designs. When the construction team initiates the project built, the architect remains a vital key player in data exchange, monitoring the progress and staying alert during testing and possible modification management before delivering the final project to the project owner.
Figure 1. An estimation of the core process of construction based of off Kowalski Architects (n.d.) and
Junestrand (2018).
2.1.2 Sustainability and sustainable development
Sustainable development is most prevalently defined as meeting the needs of the present
generation without compromising the ability of future generations to meet their own needs
(World Commission of Environment and Development, WCED, 1987). While sustainable development is a continuous process towards maximized sustainability, the concept itself is a desired state. From what is understood, the function of sustainability is distribution of products that enhance life quality and offer flexibility and adaptation to user changes whilst supporting natural and social environments which entails optimizing the effectual use of resources even in local contexts (Nylén, 2018, p. 39). Gulliksson and Holmgren (2015, p. 13) interpret the wide array of definitions to often depict sustainability as primarily related to the environment with an ounce of economy and a hint of societal aspects. In a contrary notion, Isaksson (2019, p. 1) finds that reports frequently show a strong focus on the profit aspect of the equation.
On the business side of sustainability, it started as a compliance-oriented approach and has since advanced towards a proactive management concept which is labelled as sustainable entrepreneurship (Weidinger et al, 2014, p. 1). Current characterisations for sustainable entrepreneurship focus on new solutions or sustainable innovations that aim at the mass market and offer value to society. In addition, the global society is continuously bringing to life higher preferences of sustainability in business, both in goods and services as well as in business practices (Houlihan & Harvey, 2018).
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Prominent characteristics drawn from the plethora of definitions suggests that the concept is about coordinating human activity with aspects of environmental, social, and economic benefits, meaning to maintain healthy societies, upholding a good economy and show respect for nature, reacting against an over-development in inconsiderate modernism (Tewari, 2015, p. 2). To do so, guidance can be found in the 2015 United Nations’ Agenda 2030 (UN, 2015). The agenda is an action plan in benefit of people, planet, and prosperity (UN, 2015, p. 1). The action plan is developed with the pursuit of strengthening universal peace in the context of greater freedom, taking into account the eradication of poverty as well as hunger, the safeguarding of healthy life, ensuring quality-rich educational opportunities, ensuring modern, sustainable energy for all and similar objectives that all draw parallels to social, environmental or financial sustainability (UN, 2015, p. 14). All seventeen sustainability development goals, SDGs, and their targets clarify different requirements that should be acted upon in order to achieve total sustainability by the year 2030, based on areas of critical importance for humanity and the planet alike. While the agenda itself includes seventeen main objectives, one is prevalently vital to this study, goal 11, which is highlighting the need for sustainable cities and communities all over the world, with human settlements being inclusive, secure, and resilient (UN, 2015, p. 26).
2.1.3 The Triple Bottom Line, TBL, proposed by Elkington (1994)
Triple Bottom Line is defined as a framework for calculating sustainability in operations, measuring the core corporate capacity derived from three sustainability dimensions: societal, environmental, and economic (Slaper & Hall, 2011, s. 1). This ensures an all-inclusive measurement of sustainability with focus on people, planet, and profit (Slaper & Hall, 2011, s. 1). Further, the concept specifies that companies, as a complement to accounting for financial performance, should also account for how they have contributed to reducing environmental impact and how they have amplified their social responsibility to ensure that the performance of the business is evaluated appropriately. Such elements include community benefits, societal considerations for what is created within the business, environmental footprints and use of global resources, more specific elements can be found in table 2.
What activities corporations choose to report is often what appeals outside attention, it is therefore crucial that companies ensure that what is reported corresponds to the core values of the business (Rittner & Wirkus, 2016, p. 9). Studies show that TBL can lead to a number of competitive advantages by transforming problems into relevant requirements. Thus, commitment to social and environmental aspects of sustainability leads to positive effects in the market and to the business’ strategic positioning (Alhaddi, 2014, p. 55). Putting the building industry in relation to TBL reporting, key measuring indicators are as shown in table 2 (European Commission, 2018):
Table 2. Key Measuring Indicators, TBL (European Commission, 2018)
People Planet Profit
• Taxes on civil infrastructures • Work-related injuries • Community and
connections
• User and community benefit • Cooperation with society • Carbon footprint • Energy footprint • Natural resources in given area • Pollution rate • Ability, NetZero • Material usage • Consolidate multiple facilities • Gross operating surplus, GOS • Gross domestic product, GDP • Gross profit margin,
GPM
• Import (money in and out of a country) • Job growth
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2.1.4 Deutsche Gesellschaft für Nachhaltiges Bauen, DGNB
As sustainability is becoming a vital part in all lines of business, so is the implementation of sustainability standards for both the day-to-day work as well as for the craft done. Deutsche
Gesellschaft für Nachhaltiges Bauen or German Sustainable Building Council, was endowed
in 2007 by 16 innovators with specialist backgrounds in the construction and property industry who fostered a desire to promote sustainable constructing (DGNB, 2019). In its capacity as a non-profit, non-governmental organisation, the DGNB aspiration is to raise public attention towards the prerequisite of sustainable building and to demonstrate its definite achievability (DGNB, 2019). DGNB is merely one of multiple standards for sustainable construction.
2.1.5 Corporate Social Responsibility
Corporate Social Responsibility, CSR, refers to organizations’ conscious relationship with other global organizations, governments, and individual citizens (Crowther & Aras, 2008, p. 11). Otherwise known as corporate conscience, CSR is a volitional mechanism by which corporations hold themselves to a set of legal, ethical, social and ecological ideals consequential to the idea that businesses should take responsibility for how they affect society in line with economic, environmental and social performance (Aguinis & Glavas, 2019, p. 1058). Studies conducted by Unilever confirms that sustainability efforts and attention towards CSR is no longer a nice-to-have. Instead, it is re-emerged as an imperative part of business portrayal (Unilever, 2017). The increasing pace of change brought about by globalization, ecological and societal changes have challenged the perception of the architectural profession by clients, peers, and society at large (Wong, 2017). In this sense, CSR is progressively thought of as a vehicle through which architects can positively affect society’s interpretation of the profession and meeting the needs of the community while at the same time benefiting the neighbouring environment, the clients, and their interests alike (Wong, 2017).
The social responsibility of architects lies in part in accepting as true that architecture can create better places and that it has a role in making a place civilized by making a community more habitable. According to Jubany (2011), architects can raise awareness of critical social and environmental issues and thereby take a role in influencing the built environment beyond the specific practice. In Denmark, for instance, the industry goal is to act as pioneers and guides on true sustainability (Sustainia, 2017, p. 14ff). In 2010 the European Commission sponsored a project for building responsible competitiveness, which formed the development of four CSR areas that contractors are supposed to follow i.e., health and safety, eco-compatibility, supply, and equal opportunities (Jiang & Wong, 2015, p. 850).
2.1.6 Sustainability in a holistic sense
Our world is one holistic system. At least according to Odum (1970, p. 11), who explains systems as fundamentally being like earth as seen from above. Considering the whole idea and process applied into one large system entails a holistic perspective. Adapting a holistic approach means being concerned with complete systems rather than with dissection into parts. Looking at something holistically thus means looking at synthesis; the bigger picture (Merriam-webster Dictionary, n.d). A holistic approach to business is understanding the entirety of what effects the business and vice versa, hence considering business beyond own operations. An example of a holistic industrial system is that of Circular Economy, CE, which entails the full sustainable approach to anything happening within the specific manufacturing location through superior design of materials, products, systems, and business models (Drabe & Herstatt, 2016, p. 2). Circular economy is a sustainability-oriented holistic tactic in business where the value of goods
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and resources is sustained within the vibrant economy for as long as it is possible, and hence diminishing our waste in order to satisfy a long-term ideal to develop a sustainable, low carbon, resource efficient and competitive economy, as appointed by EU (Fellner et al, 2017, p. 1). Working with a business’ value chain is a way of adapting a holistic approach in an even wider sense where integral quality ideals are applied with performance being measured in more than profit (Opoku, 2016, p. 1151). Value chains refers to creating common value where consideration is only given to the time when value is produced according to life cycles or the cradle-to-cradle concept, being attentive towards the end-of-life phase of products as well (Drabe & Herstatt, 2016, p. 2). The chain includes all the work and impact that takes place from the project being introduced until post finished production (Kaplinsky & Morris, 2001, p. 4). Reviewing entire value chains is derived from the urging of Global Reporting Initiative, GRI, which retains the impact made by the use of the finished product or service (GRI 102, p. 11).
Figure 2. Visualisation of a value chain by Isaksson (2019, p. 6).
Looking at value and supply chains in further terms, it is the equivalent to consideration towards the life cycle of any given product or service. Garvin (1984, p. 9) refers to this as durability. Durability, a measure of product life, has both economic and technical dimensions. Theoretically, durability can be defined as the total use one gets from a product before it physically depreciates, and replacement is considered preferable to continuous restoration. Mutterskai (2016) talks about architects’ obligation to see into the future and design with intention on not having to redesign or reconstruct anything throughout the building lifetime which falls under the intention of looking at the bigger picture of the building’s entire life span. Looking at the work done from initiative until inevitable or preferred replacement is also considered the cradle-to-grave perspective (Elkington, 2004, p. 5). Smith (2004, p. 25) share knowledge on a method for holistic thinking within the corporate world, the triple top line, TTL. Much like the triple bottom line, TTL highlights quality in a product as its capability to optimize upfront social responsibility, environmental performance, and business results. It is a modern tool aimed at producing goods with no bearing on the social and ecological world (RMIT University, 2017). TTL moves accountability to the initial phase of the design process, assigning value to a variety of economic, ecological, and social questions that improve the end-product value (McDonough & Braungart, 2002a).
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Another dimension of sustainability is that of cradle to cradle. According to Cradle to Cradle certified (n.d.), the path of this concept is reaching a 21st century definition of quality and value. McDonough and Braungart (2002b) explains that everything should be considered means for something else. In nature, the waste of one system becomes nourishment for another. Anything natural is able to become biological nutrients or re-utilized as high-quality materials for new products as technical nutrients without pollution, hence enabling a perpetual flow within either the biological or the technical metabolism (Drabe & Herstatt, 2016, p. 2).
2.1.7 Quality improvement and business management
The progress of sustainability principles within businesses often lies in an aspiration to increase the customers’ experience of the business’ quality. According to Bergman and Klefsjö (2012, p. 24), the quality of a product lies in its ability to satisfy, and preferably exceed, customer expectations. Juran and Godfrey (1998, p. 26ff) suggests that the definition of quality is fragmented and should be considered with both sides in mind. One side considers the features of products which meet customer requirements and thus provide customer satisfaction. Here, income is the priority and higher quality should lead to more income. Then again, higher quality generally means buying better components for your product which means higher costs for production. The alternate side emphasises the goal of zero deficiencies which might lead to field failures or costumer dissatisfaction. Keeping this in mind, cost is the foremost priority, and higher quality costs less for the business (Juran & Godfrey, 1998, p. 27).
Garvin (1984, p. 25; Bergman & Klefsjö, 2012, s. 25ff) proposes that quality is defined by five diverse experiences; transcendent, product-based, user-based, manufacturing-based, and value-based. The transcendent approach is absolute and universally recognisable. Here, quality is synonymous with innate excellence and is determined in the eyes of the beholder (Bergman & Klefsjö, 2012, p. 25). The product-based approach considers quality to be a calculable variable measured in a product’s capacities and durability (Garvin, 1984, p. 27). Adapting a user-based approach means defining quality in terms of fitness for use and how well goods achieve their intended functions. Here, quality is determined by the consumer. Consumers are expected to have different needs and desires, and the product that best satisfy each customer’s needs is the product with upmost quality (Garvin, 1984, p. 27). While the user-based approach puts emphases on the demand side, the manufacturing-based approach highlights the supply side of the equation and interprets quality as conformance to specifications, i.e., targets and tolerances determined by product developers. This approach is centred around technology where enhanced quality equals reduced scrap (Bergman & Klefsjö, 2012, p. 25). The last perspective puts emphasis on value with quality being defined in terms of cost and prices. Here, a quality product is one that provides performance at an adequate price or conformance at an adequate cost meaning that quality is a measure of worth (Garvin, 1984, p. 28).
Quality improvement is part of the constantly debated concept of business optimization, a conversation that is often open to subjects like improvement principles and tools in line with Six Sigma and Lean. The lean concept, derived from the success of Toyota Cars, has been outlined by Liker (2015, p. 24) with indications of what quality could mean in a corporation. Liker (2015, p. 23) mentions the 4P-model; Creating high-quality products takes creating a
philosophy around long-term thinking, work with optimized processes free from waste, respect
and challenging employees and partners to do better, and lastly create an atmosphere around
problem solving and continuous learning. Quality is the result of genuine adaption of kaizen,
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Continuously imbedding quality in every step of the production is defined within Toyota as
jidoka (Liker, 2015, p. 37). Shojania and Grimshaw (2005, p. 138ff) explains that the process
of discovering the exact quality of a product demands continuous attention as it has no magic remedy, no ‘press-that-green-button’ general way to go. Returning to Bergman and Klefsjö’s (2012, p. 24) definition of quality, the concept is further explained as constantly striving to meet and preferably surpass customers ' needs and expectations at the lowest cost through continuous improvement where everyone is involved, with focus on the organization's processes. This is
total quality management, TQM (Bergman & Klefsjö, 2012, p. 38; Isaksson, 2016 p. 4). The
TQM Committee describes TQM as a management approach which strives for the following in any business environment (Juran & Godfrey, 1998, p. 376):
1. Establishment of clear mid- and long-term vision and strategies under a strong top management leadership.
2. Systematically employ every concept, value, and scientific method of the TQM ideal. 3. Favour human resources and information as vital organizational infrastructures. 4. Efficient work with quality assurance and cross-functional management systems. 5. Supported by central administrative powers, such as core technology, speed, and
vitality, ensure wide-ranging relationships with customers, suppliers, and stockholders. 6. Continuously realize corporate purposes in the form of achieving a mission, building an
organization with a respectable presence, and unceasingly securing profits.
Looking at the illustration made by The TQM Committee, it shows what factors are relevant to the management system and in what order they should be implemented. The aspects are: vision, strategy and leadership; concepts and values; scientific methods; human resources; information; management; quality assurance system; cross-functional management systems; core, technology, speed, vitality; relations; realisation of corporate objectives. From these pieces, the desired result of TQM is lowering costs, increasing revenues, accomplish delighted customers and empowered employees (Juran & Godfrey, 1998, p. 376).
Figure 3. The overall picture of TQM (Juran & Godfrey, 1998, p. 376).
Bergman and Klefsjö (2012, p. 39) establish that TQM is the result of following actions: customer focus and orientation, factual approach to decision making, process approach, continual improvement, involvement of people in the process and the development of a genuinely committed leadership. They believe that each factor should be represented as cornerstones related to the process management as part of quality development (Isaksson, 2016, p. 4). The cornerstones can be illustrated as shown in figure 4.
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Figure 4. The cornerstones of Total Quality Management (Bergman & Klefsjö, 2012, p. 40).
Both figures show aspects of total quality management interpreted by different authors. The definitions show potentials in integrating all organizational purposes to focus on meeting customer needs and organizational objectives. Kaynak (2003, p. 406) supports this, defining the concept as a holistic management philosophy that strives for continuous improvement in all functions of an organization. For the study, the perspective of TQM falls to the costumer variable, where the continuous improvement commitment is directly related to customer orientation commitment. The interpretation is that the organisation must show unconditional attention towards customer’s satisfaction for the organisation and the product produced. The term ‘quality management’ can rarely be overlooked by today’s corporations as the fields of competition are expanding. This makes management measures that are applied to improve quality, reduce costs, and promote productivity, as well as to enhance corporate performance and competitiveness into vitals for corporate survival and customer gain (Li et al, 2018, s. 463). As a consequence of either outward or inner pressure, architectural design businesses seek ways to attain higher quality targets in today’s competitive fields (Durmus et al, 2010, p. 105). Durmus, Turkcu, Gunaydin and Acar (2010, p. 110) finds that architects make a distinction between product and process quality arguing that the quality of the construction process does not assure quality of the end-product. Subjectively, the relativity of quality perception and the clients’ needs is likely to change the quality of the end-product even if all construction processes are of high quality. Obtained from the interviews conducted, the authors find that the majority of questioned architects agree on the definition of quality as not only being about meeting client expectations but going beyond those expectations in innovative ways (Durmus et al, 2010, p. 110). This is accomplished through intuitively understanding the clients’ problems, offering the essential solutions or by observing absent elements of the client’s demand with the help of former experience and making new offers. Associating this to the TQM interpretation of customer orientation, architectural practice entails the partaking and guidance from clients in each phase of a project. Clients and architects cooperate to identify needs in all steps of the project, so that it becomes evident what is required to proceed with later steps (Durmus et al, 2010, p. 116). Being able to meet and exceed customer expectations through construction, in this sense, means that an orientation around the relationship with the client is a vital component.
2.1.8 Organisational change and development
Literature often depicts organisational change as happening through distinct steps during organisational development (Sveningsson & Sörgärde, 2016, p. 15). This opinion can be defined as episodical, with change happening in specific points in an organisation’s timeline and history. Svenningsson and Sörgärde (2016, p. 20) argues the need for approaching organisational change in three diverse regards. The first one is the tool perspective, which begs
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the question of how change can be attained in the best way conceivable. In addition, one looks at what tools are at disposal, what approaches provide the best results and which models are most correlating to the end goal given the situation the organisation is in, working pragmatically. Secondly, the process perspective has a more interpreting outlook on change. The main idea is to understand what happens within the progression of change from the perspectives of people involved. The last perspective shows critical highlighting through reviewing intentions of change and processes from what motivates them. Most research in organisational change and development emphases the management role and obligations within that change. Moran and Brightman (2001, p. 111) defines management as ‘the process of continually renewing an organisation’s direction, structure and capabilities to serve the ever-changing needs of external and internal customers. Burnes (2004) labels it a global feature of organisational life, both on operational and strategic levels. Kezar and Eckel (2002, p. 299) points out that change is something that can invite risk and indeterminate futures or destinations so change must derive from convincing reasons and evidence-based propositions of direction.
2.1.9 Process Mapping
A vital aspect in the management of processes is the ability to map out any process correctly based on core corporation knowledge. A corporation in itself can be described as a network of aligned processes (Bergman & Klefsjö, 2012, p. 458). The most common process mapping techniques include the identification of main processes, supporting processes and management processes. The aim of process mapping is understanding the process and its activities (Bergman & Klefsjö, 2012, p. 465ff). There are several motives for process mapping, including the providing of a common frame of reference, identifying actions to improve the process, and identifying performance measurement points (Wills, n.d.). Process mapping is used as a tool for gaining a general understanding of the flow of the process steps, identifying parts in need of improvement, and examining the cost and structure of a process. Lastly, process mapping is a successful method for visualizing value chains. Examples of process mapping are PBSM,
Process Based System Model (Isaksson, 2016, p. 246), and Flow chart (Bergman & Klefsjö,
2012, 466ff). An imperative element to research is that to generate credible, beneficial conclusions, one must attain a proper basis for decision-making which highlight the relevant question (Bergman & Klefsjö, 2015, p. 235). This means having a clear view of the purpose and being able to work with tools relevant to that. For this, process mapping is a relevant technique too. As this study seeks quality improvement within an organisation, a relevant method is using quality tools such as exploratory data analysis, EDA, with tools like histogram or stem-and-leaf diagram (Bergman & Klefsjö, 2015, p. 239). Used for this study, are:
Fishbone diagram; Ishikawa
This cause-effect-analysis of quality problems has been applied once through the study. In the analysis, the fishbone diagram is utilized to display what causes are found in lucrative implementation of sustainability based on interview findings and complementary research. Instead of showing causes inducing bad effect, the diagram illustrates what beneficial measures must be adapted for architect’s to successfully attain higher levels of sustainability, see figure 12. Although fishbone diagrams are mostly implemented using resource-causes of the 7M checklist or the improved 10M checklist by Isaksson (2016b, p. 2), the fishbone diagram in this study is mostly influenced by the 10Ms by Isaksson with further search for alternative causes.
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Figure 5. Example of an Ishikawa diagram by Ozdemir (2010).
Flowchart
The illustration of the current and proposed improved work process of architect’s has been illustrated with the use of flowcharts, see figure 7 and 13. Both charts show a general 6-step process of the architect’s work procedure from initial vision-setting until the work is handed over to engineers and site workers. The difference lies in the charts’ extent, where the second one display deep, intentional work with sustainability. The steps included have been identified looking at presentations on architectural and constructional processes from other empirical research and illustrations from other architectural firms’ websites. In this study, a SIPOC diagram has been created with inspiration from Bergman & Klefsjö, 2015, p. 467).
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2.2 Previous studies on architect’s role in sustainability
The frame for scientific investigation in the role and responsibility of architect’s is slim. Nevertheless, some previous investigation into the architect’s sustainability role has been found when looking at academic research material from other countries. A study was uncovered conducted by Markelj, Kitek Kuzman, Grošelj and Zbašnik-Senegačnik (2014). The study reveals solutions needed from the architect in line with society turning towards sustainable development, as the initial design phases have great influence on the result, which make the architect co-responsible for what the result offers. The authors propose a method for measuring sustainability in early stages of construction, the SMEBS (Markelj et al, 2014, p. 8788). The method acts as a tool for architects to incorporate modified solutions in the early design phase, as this has the greatest influence on the project result and need tools that are simple for independent use by architects. Azhar and Brown (2009) propose a method for reviewing sustainability measures in early stages of construction. To evaluate building performance in preconstruction phases in a credible manner, access to an inclusive set of knowledge concerning a building’s form, supplies, context and technical systems are required, according to Azhar and Brown (2009, p. 277). Since Building Information Modelling, or BIM, allows for multi-disciplinary data to be overlaid within one model, it creates an opening for sustainability procedures and performance analyses to be performed throughout the design process. With proper use of either tool, the authors behind the model presentations provide their readers with genuinely adapted frameworks for architects to work more proficiently with sustainability. Research into the sustainability trends in line with architectural labour has a wider range. This kind of exploratory research focuses on explaining what sustainability topics are and might become interesting within the market. Owen and Dovey (2008) have dedicated their work to realizing the concept of sustainable architecture as well as the fields involved. Bonenberg and Kaplinski (2018) have visualized, not the origin of sustainable architecture, but the different paradigms of the concept up until the present day. As this study seeks the illustration of what organisations may do to increase their sustainability effort, which is mentioned above as a part of quality improvement, consideration towards the total quality aspect is a given. Arditi and Gunaydin (1998) highlight that management involvement, quality training, teamwork, customer and supplier relations and statistical methods are essential tools and fundamentals for building projects. Scarce empirical search exist that focus on TQM implementation in the design phase of the building production process. One of those in existence is authored by Volker and Prins (2005), arguing that “it is a cognitive process in the sense that the architect is problem-solving, creating, learning and exploring; it is a social process in the sense that the architect has contact with many participants or stakeholders in a variety of relationships; it is a cultural and technical phenomenon situated in a specific cultural context; and it is a process of dealing with uncertainty and establishing useful artefacts”. How the concept is adapted is depended on the size of the firm (Durmus et al, 2010, p. 113). Owner/managers with less than ten employees tend to carry out performance evaluation of quality in the work done on the basis of individual experiences without systematically using any performance measurement instruments. This is also relevant to the fact that the work done is heavily influenced by the human factor of cooperation which is known to be nuanced and complex (Durmus et al, 2010, p. 116).
Looking at the problem-solving aspect, one study stands out in achieving both a comprehensive illustration of any critical success factors, CSFs, related to sustainability integration into construction practices as well as the capsulation of identified CSFs into a framework for distribution of construction projects through the lenses of innovation diffusion theory. The study was carried into effect by Banihashemi, Hosseini, Golizadeh and Sankaran in 2017. The findings of the study affirm that there are numerous CSFs, surrounding responsibility allocated
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to the roles of different members of the construction supply chain, including the architect (Banihashemi et al, 2017, p. 2). It is uncovered that knowledge management, the role of the client and the interaction with them, strategic directions and protocols, and tighter control over construction are important, influential activities. As architects are partly consultants as well as the overseers of construction projects, these CSFs are relevant to the responsibilities allocated to the architect related to sustainability. Truthfully, there are many ways at looking at the architect’s CSFs with knowledge that they for certain have great influence of carried out projects. Therefore, it could be argued that the architect, apart from all planning and designing, have answerability to ensure that the actual work executed is parallel to the planed operations.
3.
MethodologyIn this chapter, the reader is presented with methods relevant to the study execution. The chapter contains a presentation of the study design, methods for data collection and analysis as well as an ethical frame of reference. The author has worked with agile project boards as a way of working with strategic flexibility both in the study execution and the thesis writing. The ideal has been to implement aspects from quality technology and lean as well as looking at opportunities for advancing existing methods to create a more market specific measurement.
3.1 Study design
In carrying out this study, a qualitative method has been applied where a case study has been performed. A qualitative case study is characterized as one that is carried out with the help of a limited group of people, in this instance a corporation, Blaavand & Hansson A/S (Patel & Davidson, 2011, p. 56ff). The case study is applied as a method for illustration (Eriksson & Wiederheim-Paul, 2014, p. 135), and has been performed in order to illustrate the attitude on sustainable initiatives from a small, secluded architectural firm. The opinions presented have been put in a greater context, where thorough article analysis and empirical investigation will provide credible answers to the research questions. At this stage, deconstruction of the case’s explanations is performed. Deconstruction is about understanding a secluded reality and analysing research that let us interpret this reality differently (Eriksson & Wiederheim-Paul, 2014, p. 133) The intention of the article analysis is to examine the opinions presented to support the study’s main points or point out any faults in argument to deconstruct faulty understandings of sustainable architecture (Fred Meijer Center for Writing, n.d., p. 1), with a desired outcome of expanding mindsets to be more proficiently taking on a sustainable present.
3.2 Method for data collection
The earliest data was attained through an interview to act as guidance in understanding the case organisation’s present mindset around sustainability initiatives. The data collection frame is set around literature examining and article analysis in order to confidently convey the nature of sustainable architecture and the global facility construction process. To illustrate and understand how the individual organisation works with sustainability and what responsibility they find to have, and thereby collect data directly from one specific group, two techniques are preferred: interview or questionnaire (Eriksson & Wiederheim-Paul, 2014, p. 97). As the study orientation targeted the board of directors and people working on the case project, the undertaking of an interview fit due to the small amount of people involved. A further argument is that both the contact person and the author found that one single interview with the targeted group would stimulate joint deliberation. For further insight into the perception of sustainability responsibilities, the author has read through numerous file materials provided by the contact person, all related to a specific case project: The bay dormitory. These include design guides, build applications, introductions to the masterplan and presentation on the design proposals for the dormitory building. This case was chosen due to it being the first project where Blaavand
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& Hansson A/S utilized a sustainability-oriented mindset. As the study seeks answers in general definitions of responsibilities in sustainable architecture, the interview is included for creating hypothesises. While the interview provides perspectives, these are correlated to a larger context provided by journal analysis, literature examining and internet research in order to clarify responsibilities of architects and answer the study questions. All scientific research has been collected has been found through the help of periodical publications and online search engines: Main search words, interval 2010-Present: Sustainability in construction industry (appr. 661 000 hits), sustainable architecture (appr. 401 000 hits), construction supply chain (appr. 686 000 hits), global construction sustainability responsibilities (appr. 28 900 hits), quality
architecture success factors (appr. 118 000 hits).
3.3 Data analysis
When it comes to analysing the collected data, two mayor factors have been used equivalently. Firstly, attention has strived towards searching for scientific research materials found in periodical publications in order to analyse the answers provided in the interview with Blaavand & Hansson A/S. Further, focus has been switched to the implementation of quality tools. An important notion is that the collection and analysing of data is a vital step in realizing the need for quality improvement (Bergman & Klefsjö, 2015, p. 235). In order to answer the research questions, a grid of relevant research was established, and research has been appointed to each question based on which provide thorough examples and ideas to investigate further. Data analysis and visualization has been reached through the implementation of process presentation and visualizing through flow charts, in order to find connections both between the conceptions shown in the interview and data found during data collection, and parallels between numerous findings from numerous research materials.
3.3.1 Scientific research material
The purpose of research is a continuing process of revising and refining hypotheses, which lead to the acceptance of certain scientific truths (Shuttleworth, 2008). The reason for applying a vast amount of scientific material to this thesis lies in the intention of creating higher validity to hypotheses created. Further, the research material helps to, not only verify what is found in the result, but to put that information in a higher context, presenting more truths found elsewhere. From this, the research material help determine whether the result from the study is the whole truth, a fragment of the truth or even inaccurate. The use of academic material stems from the fact that they are highly credible, they offer clarity and evidence, and they provide a broadened perspective to the topic (APIAR, 2017). Relevant to this study is scientific research which highlight thoughts and efforts correlating with sustainability within the construction industry and architectural market. The ambition has been to collect a variety of perspectives focusing on both the entirety of sustainability and fragments such as studies focusing on green, biophilic architecture. Whilst searching for scientific papers relevant to the study, focus has been put towards sustainability principles, ideals and responsibilities as a core and the construction industry value chain as a primary frame of reference.
3.3.2 Improvement tools, Total Quality Management
The quality development’s main principle is that there is always a new way to achieve higher
quality at lower costs (Bergman & Klefsjö, 2015, p. 47). Doing so means utilizing tools that
continuously assess the present work done as a way of further optimization. Examples of such tools are the PDSA learning cycle (Bergman & Klefsjö, 2015, p. 46) and the DASIAS improvement tool (Isaksson & Taylor, n.d., p. 11), both of which are presented during the solution proposal of this thesis, providing a visual representation of the needed solution.
