From urban experimentation to management transformation

Abstract

Recently, there has been a concern about the lack of information transfer of knowledge we learn from experimental projects to practice making the transition to sustainable cities possible. Previous studies have focused on what we learn from experimental projects. However, we know little about how to implement the lessons learned in business-as-usual management practices to catalyze sustainable urban transitions in the construction sector. This research investigates how management practices can learn from experimental projects to transform business-as-usual. The research is conducted in three parts: 1) the theoretical research, covering a theoretic review of concepts related to the learning-to-transforming dynamics; 2) empirical research, covering three nested case studies on urban area developments via semi-structured interviews and 3) syntheses, bringing all findings together in an overarching strategy on how to transform business-as-usual in organizations. It can be concluded that management practices learn inner-organizationally where learning is the process that comes before transforming. Whether learning from experiments results in transforming current ways of working depends on the learning intent and the capacity to change. With a high capacity to change, the opportunity to learn and transform as an organization significantly increases.