Critical barriers and success strategies to stakeholder partnership towards achieving net zero emissions building: A systematic literature review

Considering the urgency towards achieving Net zero emissions building (NZEB) as a crucial concept to meet the climate reduction goal set for 2030 and 2050, the partnership of the stakeholders is of growing relevance to achieve this concept. Besides, the stakeholder partnership strategy is fraught with barriers that could negatively affect the development of NZEB. As a result, this study aims to demystify the critical barriers and success strategies to stakeholder partnership in achieving NZEB based on a systematic review of 37 peer-reviewed articles. The findings of this study reveal 11 critical barriers to stakeholder partnership in achieving NZEB. To address these barriers and enhance stakeholder partnership towards the achievement of NZEB, 12 success strategies were identified and discussed. The key stakeholders and actions required to enact these critical success strategies for stakeholder partnership were also presented in this study. Most importantly, a conceptual model was developed using the Fuzzy cognitive map showing the relationship between the critical success strategies and critical barriers to stakeholder partnership towards facilitating the development of NZEB. The result of this study provides valuable information and practical guidance to policymakers and decision-makers on critical success strategies to improve partnerships among stakeholders towards the delivery of NZEB. Finally, while the clock is ticking on achieving the carbon reduction goal, this study suggests further empirical research on the interrelationships between various critical barriers and success strategies for stakeholder partnership in achieving NZEB. • Achieving net zero emissions in the building sector requires effective stakeholder partnership. • Critical barriers and success strategies to stakeholder partnership towards achieving net zero emissions building. • Fuzzy cognitive map.