Stakeholder engagement is a central commitment demanded by PfS. The engagement process under BSF should allow for discussion between the ProjectCo, the Local Authority and Schools, enabling better identification of sustainable energy requirement.
Indeed, several studies highlighted the Contribution of clients and users to the Innovation Process. Gardiner and Rothwell (1985) point out the role of the customer in aircraft and agricultural machinery innovation and went as far as claiming that the customer should be a full ‘partner’ in the design process. According to them ‘tough customers’ stimulate superior designs (Gardiner and Rothwell, 1985). Miller et al. (1995) echo this argument and drew attention to the role of the customer as a key source of knowledge for complex product innovation. Albers and walker (1997) also stress that change has to be driven by the customer. In the construction industry context, Slaughter (2000) asserts that the complex ‘multi-agent’ nature of construction projects requires the collaborative efforts of key project actors, including the client, to stimulate innovation. Nam and Tatum (1992a) studied the instruments used to stimulate innovation in construction projects; one of the key instruments they reported is client involvement. Nam and Tatum (1997) have similarly shown that in such a context, clients may play the dominant role of ‘champions’ to innovative products and processes. This was echoed by Bröchner and Grandison (1992) and Mitropoulos and Tatum (2000), who argued that client involvement is a key driver for innovation.
Client commitment is critical to the implementation of energy efficient design innovations. Since clients will ultimately finance most of the cost of the innovation, their appreciation of the ‘value’ of the technological development is paramount (Intrachooto andHorayangkura, 2007). Increasing client awareness and highlighting the significance of environmental responsibility may create a sense of ownership in the design team. It may also reduce significant financial barriers and ‘legitimizes a less rigid budget’ to support innovation development (Intrachooto andHorayangkura, 2007 ).
Several studies highlighted client leadership as a prerequisite for successful innovation (The Strategic Forum, 2002, Nam and Tatum, 1992b, 1997; Kangari and Miyatake, 1997; Bossink, 2004; Richardson and Lynes, 2007; Hartmann, 2008). The Strategic Forum (2002) emphasizes the role of client leadership. Albers and walker (1997) stressed that change has to be driven by the customer. Nam and Tatum (1992a) stated that firms that want to be innovative should follow a technology leadership strategy. Kangari and Miyatake (1997) supported this statement and argued that a prominent reputation is built with innovation leadership. Nam and Tatum (1997) also studied the role of key individuals in ten successful innovation projects and concluded that technological competence is a prerequisite for effective leadership...