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<p>The role of clients is emerging as a decisive factor in adopting circular economy business models (CEBMs) as the construction industry struggles with mounting sustainability pressures. However, traditional client practices often constrain innovation, limiting the industry’s shift towards circularity. Hence, this study examines how different client segments influence the adoption of CEBMs in construction organisations. It provides new insights into how the industry can reframe client engagement as a driver of sustainability. The study employed an exploratory sequential mixed-methods design, combining semi-structured interviews with senior professionals and a survey of 208 respondents. The study identified seven client segments, of which five were confirmed to significantly influence CEBMs: business-to-business suppliers, quality-conscious clients, business-to-client suppliers, business-to-business clients, and clients-to-client suppliers. These findings move beyond generic discussions of “the client” by revealing which segments influence CEBM. It provides construction organisations with a structured pathway for targeting and engaging with different client segments. Furthermore, the study delivers a novel contribution to research and practice by integrating qualitative depth with quantitative validation. Thus, it positions the client segment as a strategic lever for adopting CEBM in construction organisations.</p>

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Exploring the Dynamics of Client Segments in Circular Economy Business Model for Construction Organisations

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年2月4日

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  • Osamudiamen Kenneth Otasowie,
  • Clinton Aigbavboa,
  • Ayodeji Oke,
  • Peter Adekunle

摘要

The role of clients is emerging as a decisive factor in adopting circular economy business models (CEBMs) as the construction industry struggles with mounting sustainability pressures. However, traditional client practices often constrain innovation, limiting the industry’s shift towards circularity. Hence, this study examines how different client segments influence the adoption of CEBMs in construction organisations. It provides new insights into how the industry can reframe client engagement as a driver of sustainability. The study employed an exploratory sequential mixed-methods design, combining semi-structured interviews with senior professionals and a survey of 208 respondents. The study identified seven client segments, of which five were confirmed to significantly influence CEBMs: business-to-business suppliers, quality-conscious clients, business-to-client suppliers, business-to-business clients, and clients-to-client suppliers. These findings move beyond generic discussions of “the client” by revealing which segments influence CEBM. It provides construction organisations with a structured pathway for targeting and engaging with different client segments. Furthermore, the study delivers a novel contribution to research and practice by integrating qualitative depth with quantitative validation. Thus, it positions the client segment as a strategic lever for adopting CEBM in construction organisations.