Abstract
AbstractIn response to the alarming environmental problems, there is a pressing need for a fundamental shift towards sustainable construction. However, limited attention has been given in the literature to the governance of this transformative change. The paper aims to address this research gap by investigating how the transition to sustainable construction can be realized despite the barriers encountered. The analysis focuses on the Dutch Building Agreement Steel as an illustrative case. By examining the governance structure of the Agreement and evaluating its results thus far, the study concludes that a collaborative network of partners has effectively developed a roadmap and performed accompanying activities to achieve the intended objectives. Nonetheless, a key challenge lies in mobilizing the entire construction steel chain and the government during the upcoming scale‐up phase to actively adhere to the Agreement. This new form of network governance, facilitated by an independent intermediary, does not replace traditional public governance; rather, it complements it. The approach tested in the Netherlands holds potential for application in other contexts as well.
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