Organisational Capability and Social Value in Net-Zero Construction

About the Project

The transition to net-zero built environments represents a major challenge for the construction sector. Although significant progress has been made in developing low-carbon technologies and regulatory frameworks, the delivery of net-zero buildings often falls behind policy ambition. Increasingly, these challenges are not only technical but organisational. Construction organisations must manage growing project complexity, digital transformation, skills transitions, and workforce pressures while maintaining productivity, safety, and quality.

At the same time, social value has become an important principle in construction procurement and organisational governance. However, existing social value frameworks largely focus on external outcomes, such as community benefits, local employment, and environmental performance. Far less attention has been given to the organisational conditions that enable employees to deliver sustainable infrastructure effectively.

This PhD project investigates how organisational practices shape workforce capability and wellbeing in construction organisations delivering net-zero projects. In particular, it explores how work design, learning opportunities, coordination structures, and management practices influence workforce capacity to manage complex sustainability requirements. The research focuses on internal organisational social value, recognising employees as key stakeholders whose working conditions, opportunities for learning, and sustainable workloads contribute to responsible organisational practice.

The project addresses the following central research question:

How do organisational practices influence workforce capability and wellbeing in construction organisations delivering net-zero projects, and how do these factors shape organisational performance and internal social value?

Drawing on socio-technical systems theory and job demands–resources theory, the research will examine how organisations balance increasing project demands with the resources required to sustain workforce performance. Using qualitative organisational case studies, including interviews and workplace observation, the project will investigate how construction organisations manage work practices and organisational culture in the context of sustainability transition.

By linking organisational practices, workforce capability, and social value, the research will provide new insights into how construction organisations can strengthen their capacity to deliver net-zero built environments effectively and responsibly.

Supervisors

Dr Ani Raiden

Dr Farah Shahrin