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Cited by 10Construction Project Management and PerformanceSustainable Building Design and AssessmentConstruction Management and Sustainability

The DOI matches its Crossref record; 52 of the 55 references it cites were found in a registry or an index, and 3 are not checked yet; 1 of the 51 sources its claims cite were checked for support.

Rethinking the project life cycle – how circularity challenges processes, roles and governance

Open access
Lingegård, Sofia, Hedborg, Susanna·2025·Project Leadership and Society
DOI 10.1016/j.plas.2025.100194
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Abstract

The pressing need for sustainability transitions requires not only new project outcomes, but also new ways of leading and organizing projects. The study aims to examine how circularity, understood as the reuse and recycling of materials, challenges the conventional project life cycle by changing processes, roles, and governance. A case of a nature-based park constructed with circular materials was conducted using interviews, observations, and site visits. The results show that circularity reshapes project leadership in three key ways. First, circular material sourcing requires an iterative and adaptive project process, which extends the front-end and overlaps with delivery. This disrupts linear, stage-gated models and introduces ongoing decision-making and flexible planning throughout the lifecycle. Second, the changing process reconfigures project roles: project managers take on expanded and evolving leadership, including facilitating collaboration, managing uncertainty, and communicating sustainability values across phases. Third, the findings underscore the need for adaptive governance, including engaged clients and flexible contracting, to support circular practices. These insights extend existing research on sustainability in and by projects by showing how circularity is not merely a design principle but an organizing logic that restructures internal processes, leadership roles, and governance arrangements. The study advances theory on how circularity functions not only as a sustainability goal but also as a transformative force in project organizing and leadership. • Circularity reshapes project processes into iterative, adaptive structures • Project roles become fluid, cross-phase, and value-driven • Leadership shifts from coordination to sustainability facilitation • Circularity demands new governance with active clients and flexible contracts • Circularity acts as an organizing principle, not just a project goal

Verified 2026-11-10 · 3 references not checked yet

Overview

AI snapshot

Written from the paper’s full text.

TL;DR

This case study of a Swedish municipal park built with circular materials shows that circularity disrupts conventional linear project life cycles, turning front-end and delivery into overlapping, iterative processes. It argues circularity is not just a sustainability goal but an organizing logic that reshapes project roles and governance.

Key findings

  • Circular material sourcing made the project process iterative and adaptive: the front-end extended and overlapped with delivery, with design, material sourcing, and construction running in parallel rather than as stage-gated phases. The project used 30,000 m³ of clay masses for topography, and finalization was pushed from Fall 2024 to Spring 2025 due to delays in surrounding building projects.
  • Project roles became fluid and cross-phase. The same person held the Project manager and Site manager roles; the Landscape architect stayed involved during construction, whereas in traditional projects the architect estimated 70% of hours go to design and documentation. The Project manager used on-site hand-drawing and continuous communication to convey the design to contractors.
  • Governance required flexibility plus a clear aim. The project ran on a running account, relied on a conceptual sketch and continuous decision-making, and the team described construction standards as inflexible for this iterative way of working. The paper calls for engaged clients, flexible contracting, and value-aligned governance to support circular practices.

Methods

  • Abductive single-case study of a public municipal park and recreational area in Örebro, Sweden: 70,000 m² nature-like park with playground, using local material reuse, life cycle planning, and ecological design.
  • Data collected June 2023–March 2025 through group interviews, e-mail interviews, observation of project meetings, project documents, and a site visit; participants were the Strategic planner, Project manager/Site manager, and consultant Landscape architect.
  • Analysis used iterative coding, sorted into two main categories: conveying circularity and changes in project organizing, with comparison to traditional construction project management.

Limitations

  • The paper states it draws on a single case and that further empirical research is needed to confirm and complement the findings in diverse project contexts; future research should assess outcomes of circularity, including environmental benefits and cost implications.
  • Evident from the text: the case is deliberately small and “mundane” in budget, length, and number of actors, with a three-person core team, so findings are used for analytical rather than statistical generalization.
  • Evident from the text: the study follows processes and roles but does not report quantified environmental or cost outcomes of the circular approach.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1016/j.plas.2025.100194

Cites

52 of 55 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Verification

Claims the paper makes

1 of 51 cited sources checked · 1 supported · 0 flagged

  • Study design and conductcitation
    § 3.1. Case study approach · p. 5

    The case was chosen as a deviant case to current literature on sustainability aspects in project organizing.

    “The case of following the processes of constructing a park, including a playground and recreational area, in the municipality of ¨ Orebro, Sweden, was chosen as a deviant case (Flyvbjerg, 2006) to the current literature on sustainability aspects in project organizing.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Flyvbjerg, 2006 source
  • Findingown data
    § [https://doi.org/10.1016/j.plas.2025.100194](https://doi.org/10.1016/j.plas.2025.100194) · p. 2

    The case project embedded circularity principles from the outset, including local material reuse, life cycle planning, and ecological design.

    “While modest in scope, the project embedded circularity principles from the outset, including local material reuse, life cycle planning, and ecological design.”
    Quote in the paperSubstantial claim
  • Findingcitation
    § 5.2. Redefining project roles · p. 8

    Human interaction played a significant role, compared to socialized leadership.

    “Human interaction also played a significant role, compared to socialized leadership (Whyte et al., 2022).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Whyte et al., 2022 source

      A check is scheduled.

  • Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    The group interviews and observations clearly indicate changes in the roles following the iterative project processes, especially for the Project manager and the Landscape architect.

    “The group interviews and observations clearly indicate changes in the roles following the iterative project processes, especially for the Project manager and the Landscape architect.”
    Quote in the paperSubstantial claim
  • Findingown data
    § 5.2. Redefining project roles · p. 8

    A main finding from following the iterative project processes was the need to appoint a committed Project manager to convey circularity throughout the project life cycle.

    “A main finding from following the iterative project processes was the need to appoint a committed Project manager to convey circularity throughout the project life cycle.”
    Quote in the paperSubstantial claim
  • Probably not a substantial claim. 54
  • It may state two separate claims as one. 46

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    The importance of motivation among involved individuals is not often discussed; people are often seen as resources in projects.

    “The Strategic planner says the impor­ tance of motivation among the involved individuals is not often dis­ cussed. Instead, people are often seen as resources in projects.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given
    § 5.1. Iterative project processes · p. 8

    Decisions affect the next line of divisions, such as what plants to use.

    “These decisions also affect the next line of divisions, e.g., what plants to use.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingown data
    § 3.2. Case description · p. 5

    The project budget does not allow for classical material for plant beds, so other circular materials are in focus.

    “The project budget does not allow for classical material for plant beds, such as planting soil instead, other circular materials are in focus.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim.

    Findingnone given
    § 4.2. Changes of roles from flexible project processes · p. 7

    The Landscape architect estimated that 70% of the hours a Landscape architect puts into a traditional project are associated with the design and documentation process.

    “In fact, the Landscape architect estimated that 70 % of the hours a Landscape architect puts into a traditional project are associated with the design and documentation process.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The authors may not put it forward as true. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    The Project manager owns the vision and must be mandated to continuously make decisions on the construction site.

    “The Strategic planner noted that the Project manager owns the vision, and this person must be mandated to continuously make decisions on the construction site.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    The process does not have to be linear; different tracks run in parallel.

    “The Strategic planner emphasized that the process does not have to be linear. Instead, different tracks run in parallel.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given
    § 4.2. Changes of roles from flexible project processes · p. 7

    In this project, the Landscape architect works more collaboratively with the Project manager than in traditional projects.

    “In this project, the Landscape architect works more collaboratively with the Project manager than in traditional projects”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingreasoning
    § 4.1. Circularity challenging project processes · p. 7

    With less experience, more control is needed.

    “However, they argue that with less experience, more control is needed.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    The use of standards is related to the Project manager's experience.

    “The use of standards is related to the Project manager ' s experience, according to the project group.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingreasoning
    § 3.2. Case description · p. 5

    The trajectory toward the desired outcome necessitated a new strategy for material sourcing, and the municipality, the Landscape architect, and the contractor all needed to modify their planning and construction procedures.

    “The trajectory toward the desired outcome also necessitated a new strategy for material sourcing, and the municipality, the Landscape architect, and the contractor all needed to modify their planning and construction procedures.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    A high level of communication is necessary for their new way of working.

    “According to the Strategic planner, a high level of communication is necessary for their new way of working.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 3.3. Data collection · p. 5

    The data from observations and interviews revealed the intricate and interconnected changes required to incorporate circularity into the project.

    “While the data from observations and interviews revealed the intri­ cate and interconnected changes required to incorporate circularity into the project”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The authors may not put it forward as true. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    Standards are good for minimizing cheating and providing quality, but they are difficult to adapt.

    “Standards are good for minimizing cheating and providing quality, but they are difficult to adapt according to the Strategic planner.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data
    § 5. Discussion · p. 7

    Cost was essential but not the project's only target; social and ecological sustainability values were also crucial.

    “Although cost was essential, it was not the project ' s only target. Social and ecological sustainability values were also crucial in the targets.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    Using less detailed documentation creates the need for new ways for the Project manager to communicate the design to the contractor.

    “Using less detailed documentation creates the need for new ways for the Project manager to communicate the design to the contractor”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The authors may not put it forward as true. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    Having a flexible process and making decisions along the way would have been impossible unless there was clarity on the final result.

    “According to the project group, having this flexible process and making decisions along the way would have been impossible unless there was clarity on the final result.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    Landscape architects traditionally evaluate the design process but not the results.

    “The Landscape architect adds that they traditionally evaluate the design process but not the results”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingnone given
    § 5.1. Iterative project processes · p. 8

    Not all the circular materials were sourced, and therefore the design was not set.

    “Not all the circular materials were sourced, and therefore, the design was not set.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingcitation
    § 5. Discussion · p. 7

    Circular material use was at the forefront of the design to reduce impact on nature and keep costs down.

    “To reduce the impact on nature and to keep costs down, circular material use was at the forefront of the design, as seen by Huemann and Silvius (2017).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Huemann and Silvius, 2017 source

      A check is scheduled.

  • It may state two separate claims as one.

    Findingnone given
    § 5.1. Iterative project processes · p. 8

    In the investigated project, new approaches were combined with an unknown availability of circular materials.

    “For the investigated project, new approaches were combined with an unknown availability of circular materials.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    Decisions were consistently made with the target vision into consideration, continuously communicated by the Strategic planner and Project manager.

    “Rather than placing emphasis on early decision-making in the project, decisions were consistently made with the target vision into consideration, continuously communicated by the Strategic planner and Project manager.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data
    § 3.4. Data analysis · p. 6

    The Project manager's conviction and dedication to circularity stood out as important in guiding the organizing, including how the Project manager took on the role as Site manager.

    “In this initial analysis, the Project manager ' s conviction and dedication to circularity stood out as important in guiding the organizing, including how the Project manager took on the role as Site manager”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingreasoning
    § 4.1. Circularity challenging project processes · p. 7

    The design phase, including the conceptual sketch, the material sourcing, and the construction phase, were running in parallel and iterated when needed.

    “In this way, the design phase, including the conceptual sketch, the material sourcing, and the construction phase, were running in parallel and iterated when needed.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingreasoning
    § 3.2. Case description · p. 5

    Extensive testing was needed because some substances are released when crushed materials are used.

    “However, extensive testing was needed, especially since some substances are released when crushed materials are used.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    In this project, one person holds both the role of the Project manager and the Site manager, while traditionally these roles are divided between two people.

    “In this project, one person holds both the role of the Project manager and the Site manager, while traditionally, these roles are divided be­ tween two people for construction projects.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 4.1. Circularity challenging project processes · p. 7

    The project team considers current standards inflexible.

    “The project team considers current standards inflexible.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Findingown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    The flexibility in the process requires increased availability of the Project manager on-site to answer questions continuously, changing the leadership style.

    “The Project manager explained that the flexibility in the process they want requires increased availability of the Project manager on-site to answer questions continuously, changing the leadership style.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingnone given
    § 3.1. Case study approach · p. 5

    The project context is mundane in terms of budget, length and number of actors, rather than a large, complex project, but circularity is at the forefront of the project aim and circular materials are used at a large scale.

    “The project context is mundane (in terms of budget, length and number of actors), rather than a large, complex project, but circularity is still at the forefront of the project aim and circular materials are used at a large scale.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingreasoning
    § 5.2. Redefining project roles · p. 8

    The project group emphasized the need to see project participants as humans with emotions and not 'resources', as involvement can benefit the project's outcome.

    “This is imperative, as the project group emphasized the need to see project participants as humans with emo­ tions and not 'resources ' , as involvement can benefit the project ' s outcome.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data
    § 6. Conclusions · p. 9

    Leadership shifts from a focus on coordination and control to facilitation and the interpretation of sustainability values, with expanded responsibilities taken on by roles such as the landscape architect and strategic planner.

    “Leadership shifts from a focus on coordination and control to facilitation and the interpretation of sustainability values, with expanded responsibilities taken on by roles such as the landscape architect and strategic planner.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Findingown data
    § 5.3. Governance aspects · p. 8

    The respondents argue that the standards used in the construction industry to control quality are not adapted to this iterative way of working, especially not in combination with the aim of creating a park integrated with nature, which conflicts with the conventional notion of beauty.

    “However, in general, they argue that the standards used in the construction industry to control quality are not adapted to this iterative way of working, especially not in combination with the aim of creating a park integrated with nature, which conflicts with the conventional notion of”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data
    § 5.2. Redefining project roles · p. 8

    The Project manager stopped referring to changes and treated them as merely part of the process, illustrating a shift from seeing change as undesirable to becoming a natural piece of the puzzle, and presumably also shifted the contractors' mindset.

    “In fact, the Project manager stopped referring to them as changes and merely part of the process, illustrating a shift from seeing change as undesirable to becoming a natural piece of the puzzle, and presumably, also shifted the contractors ' mindset.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingown data
    § 6. Conclusions · p. 9

    The front-end becomes extended and overlaps with delivery, reflecting the uncertain and dynamic availability of reused materials and requiring ongoing decision-making throughout the project lifecycle.

    “The frontend becomes extended and overlaps with delivery, reflecting the un­ certain and dynamic availability of reused materials and requiring ongoing decision-making throughout the project lifecycle.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim.

    Findingown data
    § 5.3. Governance aspects · p. 8

    The respondents argue for adapted documentation, with different types and levels of specificity depending on where they are in the process.

    “The respondents argue for adapted documentation, with different types and levels of specificity depending on where they are in the process.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingown data
    § 5.2. Redefining project roles · p. 8

    The project manager frequently used the mandate to make decisions as they occurred continuously, and changes were frequent as the idea sketches had to be adapted not only to the circular materials but also to the conditions on-site.

    “The project manager frequently used the mandate to make decisions as they occurred continuously, and changes were frequent as the idea sketches had to be adapted not only to the circular materials but also to the conditions on-site.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingown data
    § 5.3. Governance aspects · p. 8

    The findings show that a clear distinction between control and flexibility can be detected in the discussion in the group interviews.

    “Adding to the ongoing discussion on how to balance flexibility and control in projects (Bygballe et al., 2021; Sydow and Windeler, 2020), the findings show that a clear distinction between control and flexibility can be detected in the dis­ cussion in the group interviews.”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Bygballe et al., 2021 source

      Checked before — its earlier verdict is held back until a new check runs.

    • cites Sydow and Windeler, 2020 source

  • It may state two separate claims as one.

    Findingreasoning
    § 5.3. Governance aspects · p. 8

    While flexibility is needed for the project actors to create opportunities to work with circular materials, control in terms of a clear aim and a conceptual sketch for the project was essential.

    “While flexibility is needed for the project actors to create opportunities to work with circular materials, control in terms of a clear aim and a conceptual sketch for the project was essential.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Findingnone given
    § 5.3. Governance aspects · p. 9

    While the Project manager's involvement and capacity to be present in different parts of the project contributed to its success, it also underscored a vulnerability regarding scalability.

    “Furthermore, while the Project manager ' s involvement and capacity to be present in different parts of the project contributed to its success, it also underscored a vulnerability regarding scalability.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 2.2. Circularity in construction · p. 4

    Waste recycling, such as crushing materials for road construction, is the most common circular practice in the construction industry.

    “Waste recycling, e.g., crushing materials for road construction, is the most common circular practice in the construction industry”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Fo ˇ rt and ˇ Cerný, 2020

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim.

    Premisecitation
    § 2.2. Circularity in construction · p. 4

    The construction industry is not sustainable and circular enough due to organizational patterns such as lack of long-term relationships and increasing complexity of multi-partner project organizations.

    “Havinga et al. (2023) call for new approaches in the construction industry, suggesting that the reason the construction industry is not sustainable and circular enough is due to organizational patterns such as the lack of long-term relationships and the increasing complexity of multi-partner project organizations.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Havinga et al., 2023 source

  • Probably not a substantial claim.

    Premisecitation
    § 3.1. Case study approach · p. 5

    A case study methodology is appropriate for comprehensive examination of complex matters involving numerous variables.

    “When conducting a comprehensive examination of complex matters involving numerous variables, a case study methodology is appropriate (Merriam, 1998; Yin, 2014).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Merriam, 1998

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Yin, 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. It may state two separate claims as one.

    Interpretationreasoning
    § 5.1. Iterative project processes · p. 8

    Circularity introduces role fluidity and leadership in uncertainty.

    “Introduces role fluidity and leadership in uncertainty”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Interpretationown data
    § 5. Discussion · p. 7

    Adopting circular approaches in a project created iterative processes, redefined project roles, and challenged governance structures.

    “With these widened targets, the current study illustrates how adopting circular approaches in a project created iterative processes, redefined project roles, and challenged governance structures.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The changes in project processes and roles observed in the case were caused by the circularity ambition rather than other factors such as project size, budget, or individual personalities.
    • Rests on an assumption: The case is sufficiently similar to other construction projects to allow analytical generalization to broader project organizing and leadership for sustainability and circularity.

  • Probably not a substantial claim.

    Premisecitation
    § 2.2. Circularity in construction · p. 4

    Interdependencies among actors need to be understood to benefit from circularity.

    “the interdependencies among actors need to be understood to benefit from circularity (Lingegård et al., 2021)”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Lingegård et al., 2021 source

  • Probably not a substantial claim. It may state two separate claims as one.

    Study design and conductcitation
    § 3.1. Case study approach · p. 5

    The case was selected based on the project actors' commitment to circular material usage and that it was small enough to analyze how changes followed from actions and decisions.

    “The case was selected based on the project actors ' commitment to circular ma­ terial usage and that it was small enough to analyze how changes fol­ lowed from actions and decisions”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationreasoning
    § [https://doi.org/10.1016/j.plas.2025.100194](https://doi.org/10.1016/j.plas.2025.100194) · p. 2

    The case provides a grounded empirical basis for advancing theory on how circularity functions not only as a sustainability goal but also as a transformative force in project organizing.

    “As such, the case provides a grounded empirical basis for advancing theory on how circularity functions not only as a sustainability goal but also as a transformative force in project organizing.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The case project is representative enough that findings about circularity's challenges can be generalized to other construction projects.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Study design and conductcitation
    § 3.3. Data collection · p. 5

    The data were triangulated for validation.

    “In this way, the data were further triangulated for validation (Eisenhardt, 1989).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Eisenhardt, 1989 source

  • It may state two separate claims as one.

    Interpretationreasoning
    § 5. Discussion · p. 7

    The project altered the project organizing and the management's leadership.

    “This study examined a project with sustainability values aiming to create a low-maintenance park integrated into nature, thereby not just challenging the traditional project outcome of constructing a park and playground but altering the project organizing and the managements ' leadership.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The changes in project processes and roles observed in the case were caused by the circularity ambition rather than other factors such as project size, budget, or individual personalities.
    • Rests on an assumption: The case is sufficiently similar to other construction projects to allow analytical generalization to broader project organizing and leadership for sustainability and circularity.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Interpretationreasoning
    § 4.1. Circularity challenging project processes · p. 7

    The project's aim and vision needed to be clear and communicated, using the conceptual sketch as one tool.

    “That means the project ' s aim and vision needed to be clear and communicated, using the conceptual sketch as one tool.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Interpretationreasoning
    § 4.2. Changes of roles from flexible project processes · p. 7

    If the architect participated in the construction phase, the process would be more effective and learning would increase.

    “Then, the process would be more effective, and the learning would increase since the architect would learn the consequences of the choices.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The authors may not put it forward as true. It may state two separate claims as one.

    Interpretationown data
    § 4.2. Changes of roles from flexible project processes · p. 7

    Landscape architects must find a new role to fit into this changed project process, where the role is also needed in the construction phase.

    “According to the Strategic planner, the Landscape architects must find a new role to fit into this changed project process, where the role is also needed in the construc­ tion phase.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationown data
    § 3.1. Case study approach · p. 5

    The case offers an empirical foundation for advancing theory on circularity as not only a sustainability objective but also a driver of transformation in project organizing.

    “The case offers an empirical foundation for advancing theory on circularity as not only a sustain­ ability objective but also a driver of transformation in project organizing.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The case is sufficiently similar to other construction projects to allow analytical generalization to broader project organizing and leadership for sustainability and circularity.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Study design and conductnone given
    § 3.3. Data collection · p. 5

    The first author's notes were shared and discussed with the second author as a step for validation.

    “These were shared and discussed with the second author as a step for validation.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Premisecitation
    § 5.1. Iterative project processes · p. 8

    Creating sustainability value is a co-creative process that is iterative and adaptive.

    “This aligns with Keeys and Huemann (2017), describing a co-creative process of creating sustainability value that is iterative and adaptive.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Keeys and Huemann (2017) source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Interpretationcitation
    § 5. Discussion · p. 7

    This confirms previous research on sustainability in project results, where a broader perspective than traditional cost, time, and quality is called for.

    “This confirms previous research on sustain­ ability in project results, where a broader perspective than the tradi­ tional cost, time, and quality is called for”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Clegg et al., 2021

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Sankaran et al., 2020 source
    • cites Sabini and Alderman, 2021 source

  • It may state two separate claims as one.

    Interpretationown data
    § 1. Introduction · p. 1

    Circular material sourcing disrupts linear, stage-gated models and introduces ongoing decision-making and flexible planning throughout the lifecycle.

    “This disrupts linear, stage-gated models and introduces ongoing decision-making and flexible planning throughout the lifecycle.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The case project is representative enough that findings about circularity's challenges can be generalized to other construction projects.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Study design and conductnone given
    § 3.3. Data collection · p. 5

    The data was compiled and written in detailed case descriptions, which the participants have approved, for added validity.

    “Furthermore, the data was compiled and written in detailed case descriptions, which the participants have approved, for added validity.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim.

    Premisecitation
    § [https://doi.org/10.1016/j.plas.2025.100194](https://doi.org/10.1016/j.plas.2025.100194) · p. 2

    Project-based organizing hinders sustainability, such as circularity.

    “Havinga et al. (2023) suggest that project-based organizing hinders sustainability, such as circularity and call for updated project processes.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Havinga et al. (2023) source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation
    § 2.2. Circularity in construction · p. 4

    In small-scale projects, new approaches are tested but experiences rarely spread to the whole construction sector and a critical mass of engaged actors.

    “In small-scale projects, including fewer technical challenges, reduced risks, and fewer actors, new approaches are tested, the experiences rarely spread to the whole construction sector and a critical mass of engaged actors (Bertozzi, 2022).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bertozzi, 2022

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 5.1. Iterative project processes · p. 8

    Project shaping is the part of the front-end where ideas are formulated, tested, challenged, and reformulated in an iterative process.

    “Miller and Hobbs (2005) describe project shaping as the part of the front-end where the ideas are formulated, tested, challenged, and reformulated in an iterative process.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Miller and Hobbs (2005) source

      Checked before — its earlier verdict is held back until a new check runs.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 5.1. Iterative project processes · p. 8

    The front-end phase is critical for committing to the sustainability value of the project.

    “Furthermore, Rokio et al., 2024 state the front-end phase as critical for committing to the sustainability value of the project.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Rokio et al., 2024 source

  • Probably not a substantial claim.

    Study design and conductcitation
    § 3.1. Case study approach · p. 5

    The findings are used for analytical generalization, extrapolating the results to a broader context of project organizing and leadership for sustainability and circularity.

    “The findings are used for analytical generalization (Yin, 2014), extrapolating the results to a broader context of project organizing and leadership for sustainability and circularity.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Yin, 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • Rests on an assumption: The case is sufficiently similar to other construction projects to allow analytical generalization to broader project organizing and leadership for sustainability and circularity.

  • It may state two separate claims as one.

    Interpretationreasoning
    § 1. Introduction · p. 1

    Circularity functions not only as a sustainability goal but also as a transformative force in project organizing and leadership.

    “The study advances theory on how circularity functions not only as a sustainability goal but also as a transformative force in project organizing and leadership.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The case project is representative enough that findings about circularity's challenges can be generalized to other construction projects.

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationown data
    § 1. Introduction · p. 1

    Adaptive governance, including engaged clients and flexible contracting, is needed to support circular practices.

    “Third, the findings underscore the need for adaptive governance, including engaged clients and flexible contracting, to support circular practices.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The case project is representative enough that findings about circularity's challenges can be generalized to other construction projects.

  • It may state two separate claims as one.

    Premisecitation
    § 5.1. Iterative project processes · p. 8

    There is a significant opportunity to create value in the front end, but also risks because uncertainty is high.

    “Not only is there a significant opportunity to create value for the project in the front end, but also risks as uncertainty is high, see, e.g., Edkins et al. (2013).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Edkins et al. (2013)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation
    § 5.2. Redefining project roles · p. 8

    The effectiveness and efficiency of project management are key for more sustainable processes and results, and the development of the Project manager's leadership and the suitability of the team are essential.

    “The effectiveness and efficiency of project management are key for more sustainable processes and results, and for this, the development of the Project manager ' s leadership and the suitability of the team are essential (Magano et al., 2021).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Magano et al., 2021 source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 5.2. Redefining project roles · p. 8

    Changing organizational values concerning sustainability is important.

    “Previous research has stated the importance of changing organiza­ tional values concerning sustainability (de Almeida Vittori Ferreira et al., 2024)”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites de Almeida Vittori Ferreira et al., 2024 source

  • Probably not a substantial claim.

    Study design and conductnone given
    § 6. Conclusions · p. 9

    The study draws on a single case.

    “As this study draws on a single case, further empirical research is needed to confirm and complement the findings in diverse project contexts.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation
    § 5.2. Redefining project roles · p. 8

    Lack of communication and a uniform understanding of the sustainability strategy hinders implementation.

    “and that the lack of communication and a uniform under­ standing of the sustainability strategy hinders implementation (Barendsen et al., 2021).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Barendsen et al., 2021 source

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationcitation
    § 6. Conclusions · p. 9

    Circularity is a valuable approach for projects aiming to combine sustainability of the projects and sustainability by the projects.

    “The findings contribute by suggesting circularity as a valuable approach for projects aiming to combine sustainability of the projects and sustainability by the projects, see Huemann and Silvius (2017) and Magano et al. (2021).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Huemann and Silvius (2017) source

      A check is scheduled.

    • cites Magano et al. (2021) source
    • Rests on an assumption: Circular materials sourcing aims to increase resource efficiency during the project.
    • Rests on an assumption: The project outcome can become ecologically sustainable.

  • It may state two separate claims as one.

    Interpretationreasoning
    § 6. Conclusions · p. 9

    Sustainability ambitions become operationalized through changes in processes, roles, and governance within everyday project contexts, and sustainability cannot be achieved without reconfiguring core project structures.

    “In doing so, the study advances theory on sustainability-oriented project management (e.g., Silvius, 2017) by showing how sustainability ambitions become operationalized through changes in processes, roles, and governance within everyday project contexts, and debunks the assumption that sustainability can be achieved without reconfiguring core project structures.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Silvius, 2017 source

      Checked before — its earlier verdict is held back until a new check runs.

  • It may state two separate claims as one.

    Interpretationreasoning
    § 5.3. Governance aspects · p. 9

    These challenges show the rationale for why circularity programs remain fragmented and have failed to achieve standardization.

    “These challenges show the rationale for why circu­ larity programs remain fragmented and have failed to achieve standardization.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.

    Interpretationreasoning
    § 6. Conclusions · p. 9

    The findings highlight the need for new governance models that can support circular practices, including active client engagement, flexible contracting arrangements, and value-aligned procurement strategies.

    “Third, the findings highlight the need for new governance models that can support circular practices, including active client engagement, flexible con­ tracting arrangements, and value-aligned procurement strategies.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.

    Interpretationreasoning
    § 5.3. Governance aspects · p. 8

    The notion of re-evaluating beauty, as an example of targeted value, is essential for both circular ambitions and a sustainable outcome.

    “As such, the notion of re-evaluating beauty, as an example of targeted value, is essential for both circular ambitions and a sustainable outcome.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationreasoning
    § 5.3. Governance aspects · p. 9

    There is a necessity for a framework that facilitates the expansion of circularity efforts within projects.

    “This marks the necessity for a framework that facilitates the expansion of circularity efforts within projects.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.

    Premisecitation
    § 5.3. Governance aspects · p. 9

    An understanding of how short-term projects can foster long-term strategic change and increased cross-project knowledge transfer is needed.

    “An understanding of how short-term projects can foster long-term strategic change (Lehtim ¨ aki et al., 2023) and increased cross-project knowledge transfer (Eikelenboom and van Marrewijk, 2024) are needed.”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Lehtimäki et al., 2023 source

      Checked before — its earlier verdict is held back until a new check runs.

    • cites Eikelenboom and van Marrewijk, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 5.3. Governance aspects · p. 8

    Decision support is needed to handle sustainability and circularity challenges that involve uncertainty.

    “Previous research points to the need for decision support to handle sustainability and circularity challenges that involve uncertainty (Gibbin et al., 2023).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Gibbin et al., 2023 source

      Checked before — its earlier verdict is held back until a new check runs.

  • It may state two separate claims as one.

    Premisecitation
    § 5.2. Redefining project roles · p. 8

    Engagement is a key factor in aligning motivations between actors and objectives, and this becomes even more prominent for a project where the goals and conceptual sketch are essential in guiding the project processes.

    “Engagement is a key factor in aligning motivations between actors and objectives (Bertozzi, 2022), and this becomes even more prominent for a project where the goals and conceptual sketch are essential in guiding the project processes.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bertozzi, 2022

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • It may state two separate claims as one.

    Premisecitation
    § 5.2. Redefining project roles · p. 8

    Sustainability competence and awareness creates a change in the mindset of the project manager, which is essential for the sustainability outcome of the project.

    “This type of sustainability competence and awareness creates a change in the mindset of the project manager, which is essential for the sustainability outcome of the project (Magano et al., 2021; Tabassi et al., 2016).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Magano et al., 2021 source
    • cites Tabassi et al., 2016 source

      Checked before — its earlier verdict is held back until a new check runs.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation
    § 5.3. Governance aspects · p. 8

    The resilience of a designed landscape can be included in the evaluation of its beauty rather than a predetermined set of forms or types.

    “For instance, the resilience of a designed landscape can be included in the evaluation of its beauty rather than a predetermined set of forms or types (Meyer, 2008).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Meyer, 2008 source

      Checked before — its earlier verdict is held back until a new check runs.

80 of 80

  • The paper relies on this without support.

    The case project is representative enough that findings about circularity's challenges can be generalized to other construction projects.

    “It allowed for the observation of how circular principles, when introduced early and pursued throughout, disrupt established project organizing and leadership logics”

  • The paper relies on this without support.

    The changes in project processes and roles observed in the case were caused by the circularity ambition rather than other factors such as project size, budget, or individual personalities.

    “We focused on changes from traditional construction project manage­ ment, as an example of stage-gate model management, triggered by the project ' s strong circularity ambition, see Table 4.”

  • The paper relies on this without support.

    The case is sufficiently similar to other construction projects to allow analytical generalization to broader project organizing and leadership for sustainability and circularity.

    “The findings are used for analytical generalization (Yin, 2014), extrapolating the results to a broader context of project organizing and leadership for sustainability and circularity.”

  • The authors state this as an assumption.

    In conventional projects, the materials needed for the project are available within the budget.

    “for example, it is assumed that the materials needed for the project are available within the budget.”

  • The paper relies on this without support.

    Circular materials sourcing aims to increase resource efficiency during the project.

    “This since circular materials sourcing aims to increase resource efficiency during the project, and the project outcome can become ecologically sustainable.”

  • The paper relies on this without support.

    The project outcome can become ecologically sustainable.

    “and the project outcome can become ecologically sustainable.”
6 of 6

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Data-collection period excludes the first listed interview

    Minor

    The stated data-collection period begins in June 2023, but the data-collection table lists a group interview on May 31, 2023.

  • Role comparison is attributed to the wrong table

    Minor

    The text directs readers to Table 2 for changes in the two roles, but Table 2 lists data-collection activities; the role comparison is Table 4.

  • Collected data are attributed to the wrong table

    Minor

    The text says Table 1 details the collected data, whereas Table 1 reviews prior studies and Table 2 lists the data-collection activities.

3 of 3

Citations

Cites

Flagged first, then by citations

Research works printed but not linked: 5

  1. Berg, 2019, Managing circular building projects. University of Tweente, Bertozzi, C. (2022). How is the construction sector perceiving and integrating the circular economy paradigm? Insights from the Brussels experience, City Cult. Soc., 29
  2. Edkins, 2013, Exploring the front-end of project management, Eng. Proj. Organ. J., 3, 71
  3. Terenzi, 2024, Projects as vectors of change: a transition toward net-zero sociotechnical systems, Proj. Manag. J., 0
  4. Whyte, 2022, Call for papers special collection: project leadership in a changing world, Project Leadership Soc., 3
  5. Winch, 2022, Projecting for sustainability transitions: advancing the contribution of peter morris, Eng. Proj. Organ. J., 11

Cited by

Sorted by citations

Related

Metadata

Authors
Lingegård, S., & Hedborg, S.
Affiliations
  • KTH Royal Institute of Technology (SE)
  • Uppsala University (SE)
Corresponding author
Lingegård, Sofia
ORCID
Venue
Project Leadership and Society
Publisher
Elsevier BV
Published
2025-12
Volume
6
Pages
100194
ISSN
2666-7215 (ISSN-L)
DOI
10.1016/j.plas.2025.100194
OpenAlex
W7083295476
Cited by
10
References
52
Citations by year
2026: 7 · 2025: 3
FWCI
5.27
Type
journal article
Language
en
Open access
Licence
Locations
  • Project Leadership and Society (publishedVersion, cc-by)
  • Diva portal (Dalarna University Library) (submittedVersion, other-oa)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion)
Funders
  • Sweden's Innovation Agency
  • Svenska Forskningsrådet Formas
Topics
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
  • Physical Sciences › Engineering › Building and Construction › Sustainable Building Design and Assessment
  • Physical Sciences › Engineering › Building and Construction › Construction Management and Sustainability
Keywords
circularity, project life cycle, circular materials, project leadership, project roles, project governance, adaptive governance, sustainability transitions, project organization, customer engagement

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