Social Value and Corporate Social Responsibility ( <scp>CSR</scp> ) Through Inclusive Stakeholder Engagement in the <scp>UK</scp> Architecture, Engineering, and Construction ( <scp>AEC</scp> ) Sector

ABSTRACT Social value, a core element of Corporate Social Responsibility (CSR), is increasingly recognised as essential for promoting fairness, equality, well‐being, and community engagement in sustainable industry practices. Despite its significance, the Architecture, Engineering, and Construction (AEC) sector continues to face challenges in embedding social value effectively into project delivery. These challenges are intensified by a lack of clear theoretical grounding on what social value entails, resulting in fragmented interpretations and inconsistent implementation across AEC professionals. As a result, social value initiatives often struggle to move beyond vague commitments, while disengaged and vulnerable groups are often excluded from decision‐making processes. This study draws on insights from three deliberative focus groups involving 20 industry experts in the UK, exploring barriers to achieving meaningful social value outcomes in the AEC sector. Findings reveal that social value definitions and assessment methods remain vague and inconsistent, while the value of community knowledge is frequently underestimated. Critically, early‐stage project engagement with disengaged groups is often deprioritized due to resource constraints, limiting opportunities for inclusive participation. To address these challenges, the study proposes targeted strategies to overcome power imbalances in stakeholder engagement. These include developing tailored engagement approaches to involve traditionally disengaged groups, alongside the creation of place‐based case studies that exemplify best practices in achieving equitable social value outcomes. By prioritizing inclusive engagement throughout the project lifecycle, the AEC sector can better align social value delivery with sustainable development goals and improve outcomes for marginalized communities.

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Publication Details

Journal
Corporate Social Responsibility and Environmental Management
Published
2025-09-03
DOI
https://doi.org/10.1002/csr.70156
Citations
3
Primary Topic
Construction Project Management and Performance
Type
article
Field-Weighted Citation Impact
6.32
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article

Social Value and Corporate Social Responsibility ( CSR ) Through Inclusive Stakeholder Engagement in the UK Architecture, Engineering, and Construction ( AEC ) Sector

Sarah Fitton, Maria Christina Georgiadou, Cara Mulholland
3 citations
Corporate Social Responsibility and Environmental Management
Construction Project Management and Performance
6.32
article

Social Value and Corporate Social Responsibility ( CSR ) Through Inclusive Stakeholder Engagement in the UK Architecture, Engineering, and Construction ( AEC ) Sector

Sarah Fitton, Maria Christina Georgiadou, Cara Mulholland
article en
3 citations

Abstract

ABSTRACT Social value, a core element of Corporate Social Responsibility (CSR), is increasingly recognised as essential for promoting fairness, equality, well‐being, and community engagement in sustainable industry practices. Despite its significance, the Architecture, Engineering, and Construction (AEC) sector continues to face challenges in embedding social value effectively into project delivery. These challenges are intensified by a lack of clear theoretical grounding on what social value entails, resulting in fragmented interpretations and inconsistent implementation across AEC professionals. As a result, social value initiatives often struggle to move beyond vague commitments, while disengaged and vulnerable groups are often excluded from decision‐making processes. This study draws on insights from three deliberative focus groups involving 20 industry experts in the UK, exploring barriers to achieving meaningful social value outcomes in the AEC sector. Findings reveal that social value definitions and assessment methods remain vague and inconsistent, while the value of community knowledge is frequently underestimated. Critically, early‐stage project engagement with disengaged groups is often deprioritized due to resource constraints, limiting opportunities for inclusive participation. To address these challenges, the study proposes targeted strategies to overcome power imbalances in stakeholder engagement. These include developing tailored engagement approaches to involve traditionally disengaged groups, alongside the creation of place‐based case studies that exemplify best practices in achieving equitable social value outcomes. By prioritizing inclusive engagement throughout the project lifecycle, the AEC sector can better align social value delivery with sustainable development goals and improve outcomes for marginalized communities.

Corporate Social Responsibility and Environmental ManagementVol. 32(6)
Manchester Metropolitan University (GB), London Metropolitan University (GB), University of Lancashire (GB)
Openalex Percentile: Top 3%
Construction Project Management and Performance
6.32
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