Abstract
Abstract Statistics of GHG emissions and energy consumption are continuously reminding us of the urgent drive to promote environmentally sustainable urban neighborhoods and communities. Sustainable neighborhoods are increasingly becoming more popular since they offer opportunities that could be exploited in the change towards a low carbon society. This paper draws on innovation and project management literature in an attempt to describe the strategies and practices promoting innovation during the different stages of the sustainable neighborhood (SN) projects’ lifecycle, and illustrate how the project communicates innovation with its wider ecosystem. Moreover, we argue that sustainable neighborhood (SN) projects tend to have an ambidextrous nature, adopting different exploration and exploitation strategies in the front-end and back-end stages, respectively.
Highlights
Statistics of GHG emissions and energy consumption, whether locally or globally [1,2,3], are continuously reminding us of the urgent drive to promote environmentally sustainable urban neighborhoods and communities
This paper proposes a foundation to guide future empirical research on innovation in SN projects by providing two contributions
Based on theoretical insights and illustrative examples from the literature on complex projects and SN, the paper discusses a set of 12 strategies and practices spread over the project lifecycle and illustrates how the project exchanges innovation with its broader ecosystem
Summary
Statistics of GHG emissions and energy consumption, whether locally or globally [1,2,3], are continuously reminding us of the urgent drive to promote environmentally sustainable urban neighborhoods and communities. Incorporating sustainability-related aspects in the development process of neighborhood-scale projects represent an opportunity to solve complex societal and environmental problems. Several studies have reported how stakeholders in sustainable neighborhood (or SN for simplicity) development projects tend to have different perceptions and interests [5, 6], where vested interests and coordination difficulties can potentially influence and even hamper innovation. This motivates further exploration to understand how innovation can be successfully incorporated in the development process of SN projects. Part five summarizes the study’s conclusions and provides suggestions for further research
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