Skip to main content
SpringerLink
Log in

Managing Change

  • Chapter
  • First Online:
Sustainable Urban Environments

Abstract

The urban environment consists of physical and social systems; sustainable urban development requires change of both. The challenges encountered when managing such change are presented in this chapter. A theoretical understanding of these challenges helps to identify how organisations involved in building, construction and urban planning and design can respond to these challenges and develop a road map for change with short- and long-term goals and ambitions. This chapter gives an account of how different initiatives and groups of actors can take up the challenge of managing change, ranging from innovation diffusion in housing, modes of improved collaboration amongst professional stakeholders and citizen participation to a model identifying the short- and long-term business opportunities of acting sustainably. Together, these initiatives can contribute to fundamental change of the physical and social systems comprising urban areas.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 99.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Class on ‘Process Management’ for neighbourhood managers, given by Ellen van Bueren for the ‘School voor Gebiedsgericht Werken’, 13 March 2010.

  2. 2.

    The project described was part of the Sureuro (Sustainable Refurbishment in Europe) project, carried out under the 5th Framework Programme of the European Commission between 2000 and 2004. In the project, housing companies involved in refurbishment projects in seven European countries identified and exchanged best practices. For more information, see www.sureuro.com. Accessed March 2011.

  3. 3.

    See footnote 2 of this chapter.

  4. 4.

    See footnote 2 of this chapter.

References

  • Arnstein S (1969) A ladder of public participation. J Am Plann Assoc 35(4):216–224

    Google Scholar 

  • Bijsterveld K (2005) Interview with Marcel Noordhuis and Jack van der Veen, In: Building Business, August http://www.buildingbusiness.com/artikel.asp?ID=1329 (Accessed June 22, 2011)

  • Bos-Brouwers H (2008) Negen typen midden- en kleinbedrijf. In: De Preekstoel voorbij, duurzaam innoveren in het MKB. Koninklijke Van Gorcum, Assen

    Google Scholar 

  • Brezet H (1994) Van prototype tot standaard; de diffusie van energiebesparende technologie. Uitgeverij Denhatex BV, Rotterdam

    Google Scholar 

  • De Bruijn H, Ten Heuvelhof E, In ‘t Veld R (2010) Process management: why project management fails in complex decision making processes. Springer, Berlin

    Book  Google Scholar 

  • Esty DC, Winston AS (2009) Green to gold. Wiley, Hoboken

    Google Scholar 

  • Gladwell M (2002) The tipping point: how little things can make a big difference. Little Brown and Company, Boston

    Google Scholar 

  • Grin J, Rotmans J, Schot J (eds.) (2010) Transitions to sustainable development. New directions in the study of long term transformative change. Routledge, London

    Google Scholar 

  • Gruis V (2008) Organisational archetypes of Dutch housing associations. Environ Plann C 26:1077–1092

    Article  Google Scholar 

  • Hoffman AJ, Henn R (2008) Overcoming the social and psychological barriers to green building. Organ Environ 21(4):390–419

    Google Scholar 

  • Kemp R, Loorbach D (2006) Transition management: a reflexive governance approach. In: Voss JP, Bauknecht D, Kemp R (eds.) Reflexive governance for sustainable development. Edward Elgar, Cheltenham

    Google Scholar 

  • Kemp R, Rotmans J (2005) The management of the co-evolution of technical, environmental and social systems. In: Weber M, Hemmelskamp J (eds.) Towards environmental innovation systems, part one. Springer, Dordrecht, pp 33–55, DOI: 10.1007/3-540-27298-4_3

    Chapter  Google Scholar 

  • Loorbach D, Rotmans J (2006) Managing transitions for sustainable development. In: Olsthoorn X, Wieczorek AJ (eds.) Understanding industrial transformation: views from different disciplines. Springer, Dordrecht

    Google Scholar 

  • March JG, Olsen JP (2006) Elaborating the “New Institutionalism”. In: Rhodes RAW, Binder S, Rockman B (eds.) The Oxford handbook of political institutions. Oxford University Press, Oxford, pp 3–22

    Google Scholar 

  • Mayer IS, van Bueren EM, Bots PWG, Van der Voort HG, Seijdel RR (2005) Collaborative decision-making for sustainable urban renewal projects: a simulation-gaming approach. Environ Plann B Plann Des 32:403–423

    Google Scholar 

  • Mayer IS, Van Bilsen A, Van Bueren E, Goetgeluk R (2007) The playful city: serious games for sustainable urban development, book of abstracts, Workshop November 2007. Delft University of Technology, Delft

    Google Scholar 

  • McDonough W, Braungart M (2002) Cradle to cradle: remaking the way we make things. North Point Press, New York

    Google Scholar 

  • Palacio DC (2008) Social-networks to defend Bogota’s Wetlands: a participatory policy building effort for urban protected areas. In: Proceedings EcoCity World Summit, San Francisco

    Google Scholar 

  • Porter ME (1998) The competitive advantage: creating and sustaining superior performance, 1st edn. Free Press, New York

    Google Scholar 

  • Puha F (2004) Improving construction cooperation: new theoretical insights into how and why? Research Studies Press Ltd, Baldock

    Google Scholar 

  • Rogers EM (1995) Diffusion of Innovations, 4th edn. The Free Press, New York

    Google Scholar 

  • Schiemann A (2008) Enterprises by size class: overview of SMEs in the EU. Eurostat: statistics in focus — 31. http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-SF-08-031/EN/KS-SF-08-031-EN.PDF. Accessed Mar 2011

  • Shove E, Walker G (2007) Caution! transitions ahead: politics, practice, and sustainable transition management. Environ Plann A 39:763–770

    Google Scholar 

  • Smith A (2007) Translating sustainability between green niches and socio-technical regimes. Technol Anal Strateg Manag 19(4):427–450

    Google Scholar 

  • Van Bueren E, De Jong J (2007) Establishing sustainability: policy successes and failures. Build Res Info 35(5):543–556

    Google Scholar 

  • Van Hal JDM (2000) Beyond the demonstration project; the diffusion of environmental innovation in housing. Aeneas, Boxtel

    Google Scholar 

  • Van Hal JDM (2008) Challenging and valuable. Inaugural speech. Delft University of Technology, Delft

    Google Scholar 

  • Van Hal JDM (2009) The merger of interests, on sustainability and benefits in the construction sector. Nyenrode Business University, Breukelen

    Google Scholar 

  • Van Hal JDM et al (2008) Draaien aan knoppen. Nyenrode Business University, Breukelen

    Google Scholar 

  • Van Hal JDM et al (2009) Financiën en energie besparen, kansen en mogelijkheden voor woningcorporaties. Nyenrode/Agpo-Ferroli, Breukelen

    Google Scholar 

  • Van Marrewijk M (2003) European corporate sustainability framework. Int J Bus Perform Meas 5(2/3):213–222

    Google Scholar 

  • WBCSD (World Business Council for Sustainable Development) (2007) Efficiency in buildings: facts and trends. Summary report. http://www.wbcsd.org/DocRoot/1QaHhV1bw56la9U0Bgrt/EEB-Facts-and-trends.pdf. Accessed Mar 2011

  • Williamson OE (2000) The new institutional economics: taking stock, looking ahead. J Econ Lit 38(3):595–613

    Google Scholar 

  • Winch GM (2002) Managing construction projects. Blackwell, Oxford

    Google Scholar 

  • Wortmann EJSA (2005) De Zonneterp – een grootschalig zonproject. InnovatieNetwerk Groene Ruimte en Agrocluster, Utrecht

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Neyenrode Business University, Breukelen, The Netherlands

    Anke van Hal

  2. Faculty of Architecture, Delft University of Technology, Julianalaan 134, 2628 BL, Delft, The Netherlands

    Anke van Hal

  3. Faculty of Technology, Policy and Management, Delft University of Technology, Jaffalaan 5, 2628 BX, Delft, The Netherlands

    Ellen van Bueren

Authors
  1. Anke van Hal
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Ellen van Bueren
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Anke van Hal .

Editor information

Editors and Affiliations

  1. Faculty of Technology, Policy and Manage, Delft University of Technology, Delft, Netherlands

    Ellen van Bueren

  2. Schipluiden, Netherlands

    Hein van Bohemen

  3. OTB Research Institute for the Built Env, Delft University of Technology, Delft, Netherlands

    Laure Itard

  4. OTB Research Institute for the Built Env, Delft University of Technology, Delft, Netherlands

    Henk Visscher

Rights and permissions

Reprints and permissions

Copyright information

© 2012 Springer Science +Business Media B.V.

About this chapter

Cite this chapter

van Hal, A., van Bueren, E. (2012). Managing Change. In: van Bueren, E., van Bohemen, H., Itard, L., Visscher, H. (eds) Sustainable Urban Environments. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-1294-2_14

Download citation

Publish with us

Policies and ethics

Search

Navigation