Construction Industry: Profitable Corporate Sustainability Strategies and Processes Achieve Competitive Advantage

Abstract

Some construction industry managers lack strategies to integrate corporate sustainability strategies and processes for competitive advantage, which causes limited profitability. Grounded in the general systems theory, the purpose of this multiple case study was to explore corporate sustainability strategies and processes senior and mid-level construction industry managers use to achieve competitive advantage in the United States. The participants were eight senior/mid-level construction industry managers from eight different construction industry organizations with at least five years of experience in the construction industry who utilized corporate sustainability strategies and processes. Data were collected using semistructured interviews. Three themes emerged using thematic analysis: systems thinking leading to competitive advantage; motivating and nurturing buy-in through learning and engagement activities, with expressions of thankfulness; and gaining profitability through corporate sustainability measurement systems. The key recommendation for construction industry managers is to incorporate bike infrastructure with helmets for everybody and guaranteed rides home to reduce greenhouse gas emissions. The implications for positive social change include the potential to enhance sustainable housing opportunities for a new generation of consumers.