Claudia Mattar1
Wahib Arairo- 1Issam Fares Faculty of Technology, University of Balamand, Tripoli, Lebanon
- 2Académie Libanaise des Beaux Arts (ALBA), University of Balamand, Tripoli, Lebanon
The construction industry is undergoing a rapid transformation driven by the global urgency to minimize carbon emissions, improve material efficiency, and enhance resilience across the built environment. In developing contexts such as Lebanon, construction projects face persistent challenges related to economic instability, limited regulation, and fragmented management practices, often hindering the transition toward sustainable materials and practices. This paper presents a hybrid study combining a literature-based review of sustainability-oriented construction success factors with a Lebanese case study assessing institutional, managerial, and material-related determinants of project performance. A structured survey of 55 Lebanese construction firms was conducted to evaluate the relevance of external, institutional, and internal success factors, while integrating emerging sustainability and material performance indicators. Findings reveal that economic and technological variables, coupled with the availability of construction standards and managerial competencies, are crucial to achieving both conventional project success and sustainable material outcomes. The study highlights the pivotal role of regulatory modernization, green procurement, and material innovation; such as supplementary cementitious materials (SCMs), recycled aggregates, and smart material applications; in advancing the Lebanese construction sector toward a low-carbon future. The proposed framework connects project success factors with material performance, offering a pathway to more resilient, efficient, and environmentally responsible construction practices in developing economies.
1 Introduction
The construction sector is a major contributor to global greenhouse gas emissions and resource consumption, with conventional materials; particularly Portland cement and asphalt; accounting for a substantial portion of embodied carbon in buildings and infrastructure (Habert et al., 2020). Global policy imperatives and market demand are pushing the industry towards higher-performing, low-carbon, and circular-material solutions. These innovations entail not only new material technologies (e.g., SCMs, geopolymers, recycled aggregates, fiber/nanomaterial additives) but also institutional and managerial changes that enable their uptake. In developing countries such as Lebanon, systemic challenges; economic volatility, weak product certification, fragmented supply chains, and slow regulatory updates; impede this transition. Consequently, the construction industry stands at a critical juncture where traditional performance metrics: time, cost, and quality; are no longer sufficient indicators of project success. The emerging paradigm of sustainable development demands a redefinition of success that includes environmental responsibility, resource efficiency, and social resilience (Abdalla et al., 2023; Frontiers Editorial Board, 2024). High-performance materials, encompassing advanced cementitious systems, recycled components, and nanomaterial-based additives, have become essential tools in reducing embodied carbon and enhancing structural durability (Mohammed et al., 2022).
In Lebanon, the construction sector plays a major role in national economic activity, yet it continues to face significant structural and operational challenges. Political instability, resource scarcity, supply-chain disruptions, and outdated regulatory frameworks hinder the adoption of innovative, efficient, and sustainable construction materials. Although the global literature has extensively investigated project success factors (PSFs) in various contexts (Belassi and Tukel, 1996; Davis, 2014), most studies focus on managerial, financial, or operational determinants of project performance, with limited attention to sustainability-driven outcomes.
More importantly, existing PSF frameworks rarely address how project success is influenced by the integration of sustainable or alternative materials, particularly in developing countries where regulatory support and institutional readiness are limited. In the case of Lebanon, despite growing interest in low-carbon and resource-efficient construction, there is a lack of empirical research linking PSFs to material performance, environmental considerations, and sustainability adoption. This disconnect limits both theoretical progress and practical decision-making toward greener construction practices.
Therefore, the research gap lies in the absence of studies that combine PSFs with sustainability and material performance: especially in fragile, resource-constrained environments like Lebanon.
This study aims to address that gap by examining how managerial decisions, institutional capacity, and environmental awareness shape both the success and sustainability of construction projects. Specifically, it focuses on the determinants affecting the adoption of sustainable materials and practices within the Lebanese construction sector.
The objectives of this research are to:
• Identify the critical PSFs that align with sustainable construction principles.
• Evaluate the relationship between traditional project management variables and the integration of sustainable materials in Lebanon.
• Propose policy and managerial recommendations to facilitate high-performance, low-carbon construction practices.
2 Literature review
2.1 Project success in the contemporary context
Project success is the assessment of the overall objectives of the project; it deals with the concern of the efficacy and productivity (Shenhar et al., 1997), whether short or long-term, and internal as well as external. Han et al. (2012) established relative success criteria. In turn, Masengesho et al. (2021) was initially to define key elements of success as the significant problems that the industry ought to concentrate its efforts in order to achieve its desired fulfillment. Regarding Critical Success Factors (CSFs), Müller and Jugdev (2012) discussed widely recognized CSF standards, particularly the Project Implementation Profile (PIP) originally developed by Pinto and Slevin (1988). The PIP is one of the most established CSF frameworks in project management and consists of ten standard CSFs: project mission, top management support, project schedule/plan, client consultation, personnel, technical tasks, client acceptance, monitoring and feedback, communication, and troubleshooting. Later, they expanded on their findings by identifying seven successful variables and their corresponding significance for all phases of a project involving research and development lifecycle (Pinto and Slevin, 1988).
Pinto and Prescott (2007) classified the important success variables into two categories: strategic and tactical. The strategic group contains aspects like program task, executive support, and planning the project, while the tactical group comprises customer consultation, recruiting, and training. Belassi and Tukel (1996) classified important success variables into four major categories in 1996, using an innovative structure: program dependent variables, team players and project supervisor dependent aspects, organizational framework critical variables, and external factors reliant components (Lim and Zain, 1999). divided the project evaluation of success into two parts: the micro-viewpoint, which focuses on finishing time, cost, performance, execution, and security.
Sadeh et al. (2003) classified the success of a project into four dimensions: fulfilling design objectives, benefit to the final consumer, benefit to a growing organization as well, and benefit to the country and enterprises’ technical infrastructures. Later (Alias et al., 2014), undertook a thorough literature analysis to identify CSFs in construction activities across multiple nations, but they were unable to agree on the variables. Atkinson (2006) divided the success variables into delivery services and post-delivery phases distinguishing between the “Iron Triangle” criteria for the delivery stage and the “Information System”, “Organizational Benefit”, and “Stakeholder Community Benefit” criterion for the post-delivery stage.
When researching construction projects in Pakistan, Zahoor and Ali (2023) succeeded in identifying 77 characteristics in seven various categories and ultimately prioritized ten essential success elements in Pakistani building projects. Furthermore (Lü et al., 2020), highlighted 46 difficulties faced by Sri Lanka’s construction sector and classified them into ten broad classifications. Kumara et al. (2015) focused on factors that are controlled by the contractor, client, consultant, and project manager, upon which he managed to identify 30 crucial variables that impact the success of construction projects in Sri Lanka. Tabish and Jha (2011) found 36 success determinants for public building projects in India, categorizing them into five successful project criteria.
Furthermore, Yong and Mustaffa (2012) argue that CSFs can be classified into distinct groups based on the assessment component that the investigators are examining. They evaluated 15 crucial elements for Malaysian building project success and organized them into seven key categories. Kumara et al. (2015) identified 18 important success criteria in South Africa’s construction business, categorizing them as ease of use, competency, interpersonal interaction, and dedication. Gudienė et al. (2013) published a conceptual model of 71 important success elements for Lithuanian building projects. It described seven major categories of variables. Davis (2014) chose a list of eight concepts that defined project success factors: collaboration and interaction, execution, identifying agreeing targets, satisfaction among stakeholders, acceptance as well as utilization of final products, cost/budget features, project manager competencies, project benefits, and executive support.
Further recent studies have expanded the understanding of project success factors. For instance, Kumar and Kumar (2015) explored the role of stakeholder engagement in project success in Indian infrastructure projects, highlighting the impact of stakeholder management on project outcomes. Nguyen and Chileshe (2015) investigated the influence of risk management practices on project success in the Vietnamese construction industry, emphasizing the importance of proactive risk management. Zhao et al. (2017) provided a comparative analysis of project success factors across different cultural contexts, including Asian and Western countries, which adds a cross-cultural perspective to the understanding of project success. These recent contributions underscore the evolving nature of project success research and offer new insights into contemporary challenges in construction project management.
2.2 Sustainability as a success factor
The concept of sustainability has evolved from being a predominantly environmental concern to becoming a fundamental pillar of project success in the construction industry (Robichaud and Anantatmula, 2011; Swarup et al., 2011; Touny et al., 2021). Sustainability-oriented project success now encompasses minimizing environmental impacts, optimizing resource and energy efficiency, and generating long-term economic and social value (Ochieng et al., 2014; Abdalla et al., 2023; Abouhelal et al., 2023; UNEP, 2023). The United Nations’ 2030 Agenda for Sustainable Development positions construction as a pivotal sector for achieving global decarbonization and resilience goals, with the built environment responsible for nearly 40% of global CO2 emissions (IEA, 2023; Atombo et al., 2015). As a result, sustainable construction practices increasingly incorporate carbon reduction strategies, circular economy principles, and innovative material technologies to align project delivery with planetary limits.
Beyond environmental performance, sustainability-driven project success also integrates stakeholder wellbeing, community resilience, and long-term operational adaptability. Projects adopting resource-efficient processes and sustainable materials often demonstrate enhanced long-term value through reduced maintenance needs, extended service life, improved indoor quality, and increased user satisfaction (Lü et al., 2020; Shibeika and Harty, 2020; Lavy et al., 2024). The growing use of Life Cycle Assessment (LCA) in construction planning and procurement further reflects this shift. LCA provides an objective method to measure embodied carbon, energy consumption, and waste generation across a building’s life cycle, linking environmental indicators more directly to project success criteria (Pacheco-Torgal and Jalali, 2020; Petri et al., 2022; NF EN 15978, 2025).
In this evolving context, project success must be reinterpreted as the ability to deliver infrastructure that is functional, resilient, and environmentally restorative. Contemporary projects are no longer evaluated solely through time, cost, and scope metrics, but through their contribution to decarbonization, social inclusion, stakeholder satisfaction, and circular resource flows. However, the operationalization of sustainability within project success frameworks remains limited in many developing regions, where governance structures, market incentives, and sustainability data are insufficiently developed. In Lebanon, for example, sustainability assessments are rarely embedded in project appraisal, permitting processes, or material procurement decisions. Few local firms systematically apply LCA, environmental product declarations (EPDs), or sustainability accounting tools. Bridging this gap requires integrating explicit sustainability metrics into project success evaluation frameworks to drive transformation toward long-term environmental responsibility, resource efficiency, and socially inclusive construction practices.
To contextualize these insights within the broader evidence base, recent empirical and conceptual studies from 2020 to 2025 were reviewed to identify the dominant determinants of sustainability-oriented project success. These studies collectively illustrate a clear shift toward holistic frameworks that integrate stakeholder-centered management, early-phase sustainability planning, and rigorous evaluation tools such as LCA and multi-criteria assessment methods. They also reveal persistent barriers; most notably cost constraints, limited awareness, and inadequate regulatory support; that inhibit the transition toward sustainable construction practices, particularly in developing contexts. The following table (Table 1) synthesizes key contributions, methodologies, and findings from the most influential studies in this period, highlighting emerging success factors and prevailing research trends in sustainable project delivery.
Table 1. Key studies on project success and sustainable construction (2020–2024): Methods, principal findings, and frequently reported success factors.
2.3 High-performance and sustainable materials
Recent advancements in construction material science have reshaped approaches to achieving sustainability in the built environment. Traditional construction materials; chiefly Portland cement and asphalt; are among the most carbon-intensive globally, together accounting for more than 8% of worldwide CO2 emissions (Habert et al., 2020; Purnomo et al., 2023; Shang et al., 2022). Consequently, research and industry practice have increasingly shifted toward high-performance, low-carbon materials that combine mechanical excellence with environmental efficiency. These materials aim to enhance durability, structural performance, and energy efficiency while significantly reducing embodied carbon, resource depletion, and waste generation (Thomas and Gupta, 2023).
Sustainable and high-performance materials can be grouped into several key categories, each offering different environmental, mechanical, and operational benefits:
• Supplementary Cementitious Materials (SCMs) including fly ash, ground granulated blast furnace slag (GGBS), silica fume, and natural pozzolans. SCMs partially replace Portland cement, lowering clinker content and reducing embodied carbon while preserving or improving mechanical strength (Miller et al., 2022). The global market for SCMs is growing rapidly: according to a 2024 market report, the SCM sector was estimated at USD 94.8 billion and is projected to expand further, driven by sustainability and low-carbon construction demands.
• Geopolymer and Alkali-Activated Binders, produced from materials such as fly ash, metakaolin, or blast furnace slag. These binders can achieve up to 80% reduction in CO2 emissions compared with ordinary Portland cement (Provis et al., 2021) and offer superior durability, chemical resistance, and fire performance. In 2023, fly ash and slag together accounted for over 65% of global SCM usage.
• Recycled Aggregates and Waste-Based Composites, integrating construction and demolition waste (CDW), recycled concrete aggregates (RCA), glass powder, tire crumbs, or plastic fibers. These materials promote circular economy strategies by diverting waste from landfills while maintaining structural reliability (Singh et al., 2024). In 2024, recycled construction aggregates constituted a substantial share of demand, with concrete aggregates representing ≈41.2% of the recycled aggregates market.
• Nanomaterials and Fiber Reinforcements, including nano-silica, carbon nanotubes (CNTs), graphene, basalt fibers, and polymer fibers. These additives enhance compressive and tensile strength, shrinkage resistance, and crack-bridging behavior, with some systems enabling self-healing mechanisms (Sanchez et al., 2024; Mohammed et al., 2022).
• Bio-Based Materials and Phase-Change Materials (PCMs) such as bio-resins, hempcrete, mycelium composites, and PCMs integrated into building envelopes. These contribute to thermal stability, lower operational energy demand, and improved indoor comfort (Morsy et al., 2023).
Table 2 summarizes the major categories of sustainable and high-performance materials, outlining their sources, environmental benefits, and key performance attributes.
Table 2. Summary of key categories of sustainable and high-performance construction materials.
The effective integration of these materials into construction practice requires more than technical feasibility; it depends on regulatory readiness, market acceptance, testing laboratories, and skilled professionals. In advanced economies, sustainability certifications such as LEED, BREEAM, and EDGE, as well as LCA-based procurement methods, have accelerated the adoption of low-carbon materials.
Market forecasts indicate strong growth: the global “zero-waste construction materials” market, which includes recycled aggregates, waste-based composites, and eco-concretes, is expected to reach USD 208.3 billion by 2033, reflecting growing adoption of circular economy principles in construction.
However, in Lebanon and many developing contexts, significant barriers persist: limited material certification systems, fragmented supply chains, low awareness among practitioners, and the absence of national standards for recycled aggregates or geopolymer binders. Strengthening the adoption of sustainable and high-performance materials requires creating local research-to-market pipelines, enhancing collaboration between universities and construction firms, and developing national databases that characterize locally available recycled and alternative materials.
Ultimately, the widespread use of these materials is essential for achieving both technical robustness and environmental integrity in construction projects, particularly in regions striving to align with global decarbonization goals.
3 Project success factors in the Lebanese constructions
Lebanon’s construction industry occupies a pivotal role in national economic activity but remains constrained by a fragmented structure, regulatory gaps, and limited sustainability integration. The sector’s supply chain is highly decentralized, characterized by transient relationships among contractors, suppliers, and subcontractors. This fragmentation often results in inefficiencies, poor coordination, and inconsistent quality control across project phases, thereby heightening exposure to risk and project delays (World Bank, 2023). The complex interplay of multiple stakeholders; each with differing objectives and varying capacities; creates managerial and logistical challenges that impede project success and sustainability implementation.
The industry’s dependence on imported materials further exacerbates vulnerabilities. Lebanon relies heavily on conventional cement and asphalt, materials that collectively contribute significantly to national CO2 emissions. The lack of large-scale local production of sustainable or recycled materials; such as supplementary cementitious materials (SCMs), geopolymers, or reclaimed aggregates; means that most projects default to carbon-intensive options. Compounding this, national standards for sustainable design, life cycle assessment (LCA), and green procurement remain underdeveloped and are rarely enforced through construction permits or public tenders. These gaps restrict the adoption of innovative materials and hinder progress toward the global carbon neutrality agenda.
Despite these structural weaknesses, Lebanon possesses latent opportunities for transformation. Several universities and research centers; including those affiliated with the University of Balamand and other national institutions; have initiated pilot projects on geopolymer binders, waste reuse in concrete, and energy-efficient building envelopes (Arairo et al., 2024; Alassaad et al., 2025; Haddad et al., 2024). These academic initiatives demonstrate technical feasibility but have yet to be translated into scalable industry practices. Aligning such research outcomes with real-world project management frameworks, procurement systems, and regulatory policies could significantly enhance both environmental performance and project delivery success.
To effectively navigate this complex environment, it is essential to identify and systematically evaluate the Critical Success Factors (CSFs) that shape project outcomes within the Lebanese context. Building on Gudienė et al. (2013), these factors can be categorized into external, institutional, and internal dimensions, each of which interacts dynamically with the others to influence sustainability performance and project success.
• External Factors encompass economic, social, technological, political, physical, and cultural influences. Lebanon’s volatile economic conditions; characterized by inflation, currency instability, and fluctuating interest rates; directly affect material prices, financing availability, and import dependencies. Political instability and regulatory inconsistency further complicate long-term project planning. Technological limitations and inadequate digital integration hinder productivity and slow the adoption of innovative materials, while cultural attitudes toward traditional construction methods often delay acceptance of sustainable alternatives.
• Institutional Factors include construction regulations, product certification systems, and standards that form the backbone of a sustainable construction ecosystem. In Lebanon, these frameworks remain fragmented and outdated. The absence of a national certification body for green products or LCA-based project evaluation limits market trust and inhibits innovation. Streamlined and digitized permitting processes, along with updated building codes that integrate environmental criteria, would improve transparency and incentivize sustainable practices across public and private projects.
• Internal Factors relate to project management practices, organizational capacity, and stakeholder engagement. Within Lebanon’s construction firms, managerial competence, leadership, and coordination among multidisciplinary teams are decisive in ensuring both operational efficiency and sustainability performance. Project managers who prioritize risk management, stakeholder communication, and continuous learning are better equipped to adopt novel materials and sustainable design strategies. However, training and knowledge transfer in these domains remain insufficiently institutionalized.
These categories are deeply interconnected. For example, macroeconomic pressures (external) can lead to policy changes or regulatory delays (institutional), which subsequently influence contractor decision-making and project execution (internal). Understanding these interdependencies provides a holistic framework for diagnosing root causes of project inefficiencies and sustainability barriers.
In this light, Lebanon’s construction sector sits at a crossroads: persistent structural fragmentation and outdated standards threaten long-term competitiveness, yet growing academic engagement, increasing environmental awareness, and international climate commitments present opportunities for meaningful reform. By reinforcing institutional capacity, incentivizing sustainable materials, and enhancing managerial competence, Lebanon can transition toward a construction industry that is not only efficient and resilient but also aligned with global sustainability imperatives.
4 Research methodology
The primary objective of this study is to identify and evaluate key project success factors (PSFs) within the Lebanese construction sector, with the aim of highlighting the most significant factors that can serve as actionable indicators for industry professionals. To achieve this, a structured survey was conducted targeting construction companies operating in North Lebanon.
4.1 Sample selection and characteristics
A total of 55 construction companies participated in the survey. The sample included consultants, contractors, owners, and developers who are actively engaged in the local construction market. Consultants and contractors were selected from a comprehensive list of registered architects and engineers operating in North Lebanon. Owners and developers were chosen based on their established presence and reputation within the industry. This purposive sampling ensured that participants had sufficient experience and expertise to provide informed assessments of project success factors.
4.2 Data collection procedure
The survey instrument was designed based on an extensive literature review of established PSFs in construction project management. To enhance clarity and ensure accurate responses, preliminary interviews were conducted with selected participants. These interviews served to refine the survey questions, address concerns, and ensure respondents fully understood each item. The finalized survey consisted of closed-ended questions, where participants rated the significance of each factor using a five-level Likert scale ranging from 1 (“Not important”) to 5 (“Extremely important”).
4.3 Rationale for analysis methods
To rank and prioritize the identified success factors, the SMART (Simple Multi-Attribute Rating Technique) approach, originally proposed by W. Edwards (1971), was applied. This method allows decision-makers to assign weighted scores to each factor, providing a structured and quantitative means of comparison. Although SMART does not capture interactions among variables, it offers a straightforward and transparent ranking mechanism suitable for survey-based evaluations in contexts with multiple criteria.
4.4 Ethical considerations
All participants voluntarily agreed to take part in the study and provided written informed consent prior to participation. They were informed about the research objectives, the confidentiality of their responses, and the intended use of anonymized data for academic purposes (including research articles, book chapters, and PhD dissertation work). Data confidentiality was strictly maintained, and only aggregated results are reported to ensure complete anonymity of individual respondents.
5 Results
Participants were requested to assess the significance of the key groups. In a similar way, the elements of these primary groupings were assessed, and their significance weights were determined based on the responses. Despite the different backgrounds of the respondents, the relative weights as for the external institutional and internal factors are respectively found to be 88%, 82% and 90%, reflecting emerging insights about these main groups (almost the same weight range). Figure 1 illustrates the comparative relation between Main Factor Weight % and Main Factor Importance Weight (%) across different dimensions of project success (External Main Group). It reflects the way each main factor plays a role towards overall project performance alongside the perceived importance defined by the respondents. Visual comparison helps in the recognition of those factors that have both high actual weight and strategic importance in defining construction project success.
Figure 1. Main Factor Weight vs. Importance Weight (%) for the External Main Group.
Table 3 shows the results of the success sub-factors related to the External Main Group. These results incorporate sustainability- and material-related considerations integrated into the questionnaires.
Table 3. Analysis of external main group and sub-success factors.
5.1 Integration of sustainability into success factors
The analysis reveals a growing convergence between traditional project success factors (PSFs); such as cost, time, and quality; and emerging sustainability-oriented drivers like environmental performance, material efficiency, and regulatory modernization. The results indicate that economic (88%) and technological (90%) factors remain dominant, underscoring how financial stability and innovation directly shape project feasibility and sustainability. Institutional factors (82%) also emerged as critical, highlighting the need for reform in regulatory systems, certification frameworks, and construction standards to facilitate the adoption of green materials. Internal management factors (90%); encompassing leadership, coordination, and technical competence; remain decisive in enabling sustainable project execution, particularly in volatile economic and political environments like Lebanon.
From a managerial standpoint, the integration of sustainability within project success dimensions reflects a shift from short-term project delivery metrics to long-term value creation. Traditional PSFs such as cost control and schedule adherence now coexist with sustainability indicators like embodied carbon reduction, life-cycle performance, and stakeholder wellbeing. Respondents noted that projects employing resource-efficient materials and technologies often exhibit enhanced durability, lower maintenance costs, and improved reputational outcomes. This reinforces findings by Pacheco-Torgal and Jalali (2020) and Sanchez et al. (2024), who argue that sustainability practices enhance not only environmental outcomes but also overall project performance and resilience.
However, the Lebanese construction industry continues to operate in a high-risk environment characterized by macroeconomic instability, currency fluctuations, and supply chain fragmentation. These challenges directly influence the capacity of firms to invest in sustainable innovations. As El-Sayegh (2008) and Kartam and Kartam (2001) noted in comparable regional contexts, inflationary pressures and unpredictable material costs significantly increase project risk. In Lebanon, contractors often absorb such volatility by narrowing profit margins, which constrains financial flexibility for adopting sustainable technologies. Despite these challenges, the upward trend in recognizing sustainability as integral to project success signals a gradual transformation in stakeholder attitudes; an essential precursor for long-term change.
5.2 Material and environmental considerations
The survey responses and qualitative feedback consistently emphasized the increasing importance of material efficiency and environmental responsibility in determining project success. Participants acknowledged that the integration of sustainable materials; such as low-carbon cement, geopolymer binders, recycled aggregates, and locally sourced components; is gaining traction as a determinant of both environmental and economic performance. This finding aligns with global research suggesting that material innovation can deliver measurable benefits in cost efficiency, service life, and user satisfaction (Habert et al., 2020; Thomas and Gupta, 2023).
Nevertheless, substantial barriers persist. Chief among them are high initial costs, limited supply chain maturity, and the absence of governmental incentives supporting sustainable procurement or green certification. Lebanon’s dependence on imported materials exposes projects to volatile international prices and logistical disruptions, making it difficult for firms to justify the transition to unfamiliar, eco-efficient alternatives. Moreover, the lack of national testing laboratories and certification schemes for sustainable materials undermines confidence among contractors and clients alike. This mirrors findings in developing economies where technological readiness often exceeds institutional capacity (Provis et al., 2021).
Environmental considerations were also linked to site-specific and contextual challenges. Respondents noted that while Lebanon’s climate and topography pose fewer risks from extreme natural hazards, environmental degradation; particularly from quarrying, waste mismanagement, and urban sprawl; has increased pressure on construction sustainability. The respondents viewed environmental performance as an emerging but not yet standardized dimension of project evaluation. This aligns with international observations that in early-stage transitions, sustainability tends to evolve from voluntary practice to regulated performance criterion over time (UNEP, 2023).
Importantly, the social dimension of sustainability was also highlighted in qualitative responses. Workers’ safety, fair employment practices, and local community engagement were considered necessary for defining successful and responsible projects. This expands traditional definitions of success, aligning with global sustainability frameworks that integrate the economic, environmental, and social pillars of sustainable development. As such, material and environmental considerations in Lebanon are no longer peripheral but are becoming embedded within the broader definition of construction success.
5.3 Institutional main groups
Table 4 summarizes the statistical results for the analysis of institutional main groups and sub-success factors. The values indicate that Construction Permits and Construction Regulations factors are the most relevant, where Standards come in at the second level, and the Product Certification factor is the least important. The development of the parameters under each of these main factors is a necessity to show the relative importance weight of them.
Table 4. Analysis of institutional group main and sub-success factors.
5.3.1 Construction regulations
The results suggest that availability, clear guidance, and well-defined procedural frameworks are perceived by respondents as equally important determinants of institutional performance in construction project delivery. These findings highlight a shared recognition that standardized processes and transparent regulations form the backbone of successful and sustainable construction practice. Construction standards serve as legislative instruments ensuring that the technical and procedural requirements established by law are effectively implemented and monitored throughout project execution (De Gelder, 1997).
Gelder categorized the challenges associated with regulatory compliance into two primary groups: poor regulations, which stem from vague, outdated, or incomplete legislative texts; and underutilized regulations, which arise when certain approved procedures, products, or materials are not actively applied in practice. In the Lebanese context, both issues are evident. Outdated building codes and the absence of enforceable sustainability metrics contribute to the underuse of innovative materials and eco-efficient technologies. Moreover, fragmented oversight between governmental entities often results in inconsistencies between permitting, inspection, and certification processes.
Addressing these deficiencies requires institutional reforms that emphasize clarity, accessibility, and integration. Establishing unified construction standards; aligned with international sustainability benchmarks and supported by digitized regulatory platforms; would not only improve compliance but also enhance trust among stakeholders and facilitate the mainstreaming of sustainable construction materials.
The following chart (Figure 2) shows the Main Factor Weight (%) and Main Factor Importance Weight (%) for the Institutional Main Group, i.e., Construction Regulations, Product Certification, Construction Standards, and Construction Permits. The chart illustrates graphically the extent to which each institutional factor contributes to overall project success and relative importance according to professionals’ perceptions. The comparison identifies which institutional dimensions play the most significant role in ushering in successful construction project results.
Figure 2. Comparison of main factor weight and importance weight (%) for the institutional main group.
This can be in direct relation to the Lebanese construction industry, where its regulations are set and updated at a relatively slow path. The latest were formulated with a view to ensuring a safe and healthy workplace and still miss any consideration for sustainability implementation, pollution reduction, and environmental and ecological damage limitation. As per Mwelu et al. (2019) recommendation, regulatory frameworks should be written in a less technical language that facilitates interpretation by all stakeholders. The processes are believed to be the most complex of any industry (Wood and Gidado, 2008; De Paula et al., 2017).
5.3.2 Products certification
The collected values are almost at the same rate with a relatively low average. This is related to the fact that local regulations are not severe regarding the implementation and application of certified products. In addition, many construction projects stick to the personal requirements of the developer/consultant in specifying to approve a special product. The quality of the built project is only audited in a subjective manner for almost the majority of the projects. It can explain the reason that the construction industry is still lagging behind in the low-quality level of projects. The difficulties of the construction sector are typically reliant on the standard of supplies and craftsmanship and can be regulated by correct use of the right regulations; hence, an action needs to be made appropriately.
5.3.3 Construction standards
Respondents perceive the availability of these standards in their local market as a major parameter; similar to Omokhua et al. (2025) opinion with his study applied to the Nigerian construction industry, the Lebanese construction industry remains few established national standards for construction in general (buildings, roads, etc.), and a lot of them are unknown. Therefore, the designers primarily utilize American and European standards and norms, despite the fact that local needs are frequently different. According to Lam et al. (2004), the need resides in having adequate construction standards available in hand, specifically allocated for the local industry, with ease of application process and instructions, covering different types and sizes of projects, and guaranteeing an acceptable level of quality.
5.3.4 Construction permits factors
The time for process is crucial for the different types of respondents; the second comes the fees, and then control process and online services. This can be explained by the fact that many projects were stopped or postponed due to the legal frame of their construction permits, where the bureaucratic processes have been detected to be the principal factor causing the delay in the process timing and impacting extra fees and costs on the project. The control process also comes with the same defaults; online services are not well trusted in their actual status; however, further development for up-to-date processes and services may be seen as a niche for better implementation and higher revenue for the success of the construction.
Considering the main success factors related to the Internal Main Group, Table 5 summarizes the statistical results.
Table 5. Analysis of internal main group and sub-success factors.
5.4 Institutional constraints
Institutional weaknesses continue to act as systemic barriers to the implementation of sustainable construction practices in Lebanon. Survey findings indicated that construction permits and regulatory approvals are among the most significant bottlenecks, both in terms of duration and procedural complexity. Respondents emphasized that sustainability criteria are rarely integrated into permit evaluations, product certification, or tendering requirements, creating a misalignment between policy discourse and practical enforcement.
The analysis revealed that institutional modernization; including transparent permitting systems, updated building codes, and national standards for material performance; is vital for achieving sustainable project success. This echoes global findings that policy alignment and clear regulatory frameworks are among the strongest predictors of green innovation adoption in construction (Melo et al., 2022). The absence of a comprehensive national framework in Lebanon discourages experimentation with new materials and increases perceived project risks, especially when clients and contractors lack regulatory assurance or technical validation.
Additionally, bureaucratic fragmentation and limited interagency coordination further compound the problem. Permit procedures are often duplicated across municipalities, ministries, and professional syndicates, leading to inefficiency and inconsistency. As a result, even projects attempting to incorporate sustainable practices face procedural obstacles that delay implementation and increase costs. Respondents consistently called for the creation of a centralized, digital permitting platform integrating environmental impact assessments (EIAs) and life-cycle performance metrics into approval workflows.
To overcome these institutional constraints, Lebanon must pursue policy harmonization aligned with international standards such as ISO 14040:2006 (2025) (LCA) and the EU Construction Products Regulation (CPR). Furthermore, capacity-building programs within public agencies are needed to strengthen technical expertise in sustainability evaluation and monitoring. Establishing a national green building council or similar accreditation body could also facilitate cross-sectoral dialogue and accelerate the shift toward a performance-based regulatory culture.
Ultimately, the findings suggest that without institutional reform, even the most competent project management teams and innovative material technologies will struggle to achieve full sustainability potential. The interplay between institutional efficiency and managerial capability thus represents a critical determinant of Lebanon’s ability to deliver resilient, low-carbon, and high-performance construction projects.
6 Discussion
6.1 Linking project success to material performance
The findings reveal that managerial competence, institutional readiness, and stakeholder collaboration are pivotal enablers for the effective integration of high-performance and sustainable materials within Lebanese construction projects. Projects managed by skilled leaders; those with strong communication, coordination, and decision-making abilities; were found to exhibit higher readiness to pilot alternative binders, recycled aggregates, and fiber-reinforced composites.
The following chart (Figure 3) compares Main Factor Weight (%) and Main Factor Importance Weight (%) of the internal main group of the project success factors. This is along with five significant dimensions: project related, project management and team member-related, project manager-related, contractor-related, and client-related. The graph indicates how internal organizational and managerial matters affect overall project success, with strong influence from leadership capability, teamwork, and contractor performance on achieving project objectives.
Figure 3. Comparison of main factor weight and importance weight (%) for the internal main group.
From Table 5, internal management factors recorded the highest influence on overall project success, with an average importance weight of 90%. Sub-factors such as project manager competence (89.09%), leadership (89.09%), and coordination skills (85.45%) consistently emerged as the strongest predictors of both project efficiency and sustainability adoption. This aligns with previous studies emphasizing that effective leadership fosters innovation and adaptive learning within construction teams (Ghanbaripour et al., 2018; Turner and Müller, 2005). Strong project managers act as change agents, promoting the adoption of low-carbon materials and risk-aware strategies even in uncertain economic contexts.
Similarly, contractor-related factors (79.2%); notably technical capability (88%), quality assurance (79.64%), and health and safety practices (78.18%); were found to significantly impact project outcomes. Contractors possessing robust technical capacity and financial resilience are better equipped to manage the operational complexities associated with sustainable material integration, such as new curing regimes, testing protocols, and supplier coordination. These findings reinforce observations by Isik et al. (2009) and Toakley and Marosszeky (2003), who noted that contractors’ professional and financial robustness directly correlate with quality and innovation performance.
Client-related parameters also play a crucial role. The ability to make timely decisions (87.27%) and maintain clear project goals (82.18%) were reported as decisive for ensuring the consistent integration of sustainability requirements. Clients with proactive engagement tend to encourage early adoption of green materials, facilitate budget allocation for quality control, and align project scope with long-term value objectives. This resonates with Latham (1994) and Kometa et al. (1995), who stressed that active client participation is indispensable for achieving effective project governance.
Economic constraints remain a persistent barrier; inflation, fluctuating exchange rates, and interest rates directly affect material pricing and cash flow, discouraging experimentation with sustainable technologies. However, respondents indicated that long-term benefits; including reduced maintenance costs and improved durability; can offset these short-term deterrents. Thus, economic uncertainty, while a risk, can also act as a catalyst for exploring locally sourced and recycled materials that reduce import dependency.
Ultimately, the discussion underscores that technical competence, collaborative leadership, and institutional support from the triad necessary for linking project success to sustainable material performance. The adoption of sustainability-oriented practices in Lebanon will depend not only on availability of materials but also on the managerial willingness and organizational maturity to implement them effectively.
6.2 Policy and market levers
The results highlight substantial institutional and market gaps that hinder the systemic adoption of sustainable materials and practices. The survey’s institutional success factors (82%); including construction regulations, product certification, and permitting systems; underscore the crucial role of governance frameworks in facilitating a sustainability transition. Respondents consistently identified permit delays, lack of certification standards, and absence of environmental compliance criteria as primary barriers to integrating sustainability into project planning.
At present, sustainability is not embedded in Lebanon’s construction permitting or procurement processes, leading to a disconnect between policy ambitions and operational realities. Similar to observations by Melo et al. (2022) in comparable contexts, Lebanon’s fragmented regulatory landscape discourages private sector investment in sustainable technologies. Establishing national standards for sustainable construction materials; particularly for supplementary cementitious materials (SCMs), recycled aggregates, and geopolymer concretes; would provide the regulatory clarity and trust necessary to stimulate market adoption.
Market-based instruments can further accelerate this transition. Introducing green public procurement policies, tax incentives for low-carbon products, and certification schemes (e.g., based on ISO 14040 LCA frameworks) would help reshape market behavior and attract private investment. Financial incentives for local manufacturers could also encourage the domestic production of eco-efficient materials, thereby reducing reliance on imports and supporting job creation in the green economy.
In parallel, academic-industry partnerships can play a transformative role in bridging policy and practice. Universities in Lebanon have already initiated promising pilot studies on geopolymer binders and waste-based materials (Arairo et al., 2024). Institutionalizing these collaborations through national research grants and demonstration projects would not only generate empirical data for policymakers but also build confidence within the construction community.
Thus, the interplay between policy reform and market readiness is essential. Without clear governance and market incentives, sustainable construction will remain an isolated practice rather than a mainstream industry norm.
6.3 Practical implications
The integration of sustainability into project success frameworks has profound implications for Lebanon’s construction industry. Three interrelated domains emerge from this study: project-level management, institutional practice, and industry-wide capacity building.
At the project level, managers should incorporate Life Cycle Assessment (LCA) and Life Cycle Costing (LCC) approaches into design and procurement phases. Early-stage LCA enables informed decision-making regarding material selection, environmental trade-offs, and cost optimization. Decision-support tools and digital modeling systems can assist project teams in quantifying carbon footprints and comparing the long-term benefits of sustainable materials. Adopting Building Information Modeling (BIM) integrated with sustainability modules can also streamline this process, enhancing transparency and collaboration.
At the institutional level, agencies should modernize construction permits to include environmental performance indicators, such as embodied energy, recyclability, and waste reduction. Establishing a centralized digital platform for permit submission, material certification, and project documentation would improve efficiency and accountability. Incorporating sustainability KPIs into contract evaluation criteria would further encourage developers and contractors to integrate green materials from the outset.
At the industry level, professional development and knowledge transfer are paramount. Targeted training programs, certifications, and workshops; conducted jointly by universities, professional syndicates, and government bodies; can de-risk material innovation and build the human capital required for sustainability transitions. These initiatives should emphasize practical testing of local SCMs, geopolymers, and recycled aggregates under Lebanese climatic and logistical conditions. Furthermore, data-sharing frameworks among contractors, suppliers, and academic researchers can accelerate collective learning and continuous improvement.
Collectively, these strategies establish a foundation for a circular and resilient construction ecosystem in Lebanon; one that integrates managerial excellence, institutional reform, and sustainable material innovation. By embedding sustainability within the definition of project success, the industry can enhance competitiveness, reduce environmental impact, and contribute to the global transition toward a low-carbon built environment.
7 Recommendations
Building upon the study’s findings and the identified relationships between project success factors, institutional readiness, and material performance, a comprehensive multi-level strategy is necessary to foster a sustainable and high-performance construction ecosystem in Lebanon. The following recommendations are structured across governmental, managerial, and industry levels to ensure alignment between policy reform, organizational capability, and market transformation.
7.1 Governmental level
At the national level, the Lebanese government plays a decisive role in setting the regulatory and economic conditions that enable the adoption of sustainable materials and project management practices. The study highlights the urgent need for institutional modernization, policy harmonization, and regulatory enforcement mechanisms that prioritize sustainability.
1. Develop and enforce national green building codes integrating Life Cycle Assessment (LCA) and carbon metrics. A Lebanese Green Building Code should mandate LCA and embodied carbon reporting for public and large-scale private projects, aligning with global frameworks such as ISO 14040 and EN 15978. Integrating LCA into planning and approval processes would ensure that sustainability performance is assessed throughout the project life cycle, from design to demolition. This approach not only advances environmental responsibility but also improves transparency and cost predictability.
2. Establish a national certification and labeling system for sustainable construction materials. A dedicated certification authority, modeled after the European Construction Products Regulation (CPR), could validate eco-friendly materials such as supplementary cementitious materials (SCMs), recycled aggregates, and alkali-activated binders. Standardized certification would enhance trust, improve market acceptance, and attract foreign investment in Lebanon’s green construction sector.
3. Incentivize local production and research in low-carbon materials. Fiscal incentives, such as tax reductions, green credits, or import tariff exemptions, should be granted to firms developing and manufacturing low-carbon cement, geopolymer binders, and recycled aggregates domestically. Such measures would stimulate industrial diversification and reduce Lebanon’s dependency on imported raw materials while promoting local employment and innovation.
4. Digitize and streamline construction permit systems with integrated environmental compliance modules. A centralized digital permitting platform incorporating sustainability performance criteria (e.g., energy efficiency, waste reduction, embodied carbon) would accelerate project approval timelines and reduce bureaucratic inefficiencies. It would also allow transparent tracking of environmental commitments, fostering accountability among stakeholders.
5. Support national education and awareness campaigns on sustainable construction. Public communication strategies emphasizing the economic and social benefits of green building practices would strengthen societal buy-in and mobilize a broader commitment to sustainability. Collaborative initiatives between ministries, municipalities, and universities can help embed these concepts into both professional and academic curricula.
7.2 Managerial level
At the project and organizational scale, managerial competence and team performance emerged as the strongest predictors of project success and sustainability adoption. Project managers, consultants, and engineers must lead by example, bridging technical expertise with environmental responsibility.
1. Integrate sustainability into project governance frameworks. Project management offices (PMOs) in both public and private organizations should embed sustainability as a key performance dimension alongside traditional metrics of time, cost, and quality. This integration requires the inclusion of sustainability KPIs; such as embodied carbon, waste diversion rate, and energy efficiency; within project charters and monitoring systems.
2. Promote capacity building and technical training in sustainable material technologies. Managers and engineers should receive continuous professional development on the selection, testing, and application of sustainable materials. Partnerships between construction firms and academic institutions can provide hands-on workshops and field demonstrations, ensuring that sustainability principles are effectively translated into practice.
3. Adopt digital and AI-based decision-support tools for material optimization. Artificial intelligence (AI) and machine learning models can optimize material mix designs, predict mechanical performance, and simulate durability outcomes, thus minimizing material waste and maximizing lifecycle efficiency. Incorporating such tools during the design phase enhances project predictability and aligns with data-driven construction practices emerging globally (Frontiers Editorial Board, 2024).
4. Encourage integrated project delivery (IPD) and multidisciplinary collaboration. Early-stage collaboration among clients, designers, contractors, and suppliers ensures that sustainability objectives are aligned with project feasibility and resource availability. Adopting IPD models enhances transparency, reduces rework, and fosters innovation through shared responsibility.
5. Institutionalize knowledge-sharing and post-project evaluation. Systematic documentation of sustainability outcomes and lessons learned should be made mandatory in project close-out reports. Establishing an open-access national knowledge repository could accelerate collective learning and innovation diffusion across the construction sector.
7.3 Industry level
The construction industry; comprising developers, contractors, suppliers, and consultants; holds significant potential to drive the commercialization and operationalization of sustainable materials and processes. Strengthening collaboration between the public and private sectors is vital to scaling up innovation.
1. Encourage Public–Private Partnerships (PPPs) for sustainable material production and deployment. PPPs can de-risk investments in green material plants and pilot projects by sharing financial and technical burdens between the government and private actors. Successful examples in the region show that PPPs accelerate technology transfer and improve access to funding for sustainable infrastructure initiatives.
2. Develop specialized training programs for contractors, engineers, and suppliers on eco-design and waste reduction. Technical training should focus on practical methods to reduce material waste, improve construction efficiency, and implement recycling on-site. Accreditation of contractors based on sustainability performance can further encourage continuous improvement.
3. Establish industry-wide quality assurance and benchmarking mechanisms. Introducing sustainability performance audits and benchmarking systems (similar to BREEAM or LEED regional adaptations) would enable transparent comparison among firms, fostering competition around environmental performance rather than cost minimization alone.
4. Promote local research-to-market pipelines for material innovation. Collaboration between industry and academia should be formalized through innovation hubs, research grants, and start-up incubators focusing on geopolymer technologies, recycled materials, and bio-based composites. These hubs can help move research outputs from laboratories to full-scale construction applications.
5. Advance circular economy initiatives within the construction sector. Industry stakeholders should implement waste-to-resource strategies, including construction and demolition waste recycling, modular building design, and take-back programs for reusable materials. Such practices align Lebanon’s construction industry with regional and global trends toward net-zero material cycles.
7.4 Strategic vision
The coordinated implementation of these recommendations can reposition Lebanon’s construction sector as a regional leader in sustainable and high-performance building practices. By aligning regulatory frameworks, managerial capacities, and industrial innovation, Lebanon can transition from fragmented, resource-intensive practices to a resilient, low-carbon construction ecosystem that contributes directly to the Sustainable Development Goals; particularly SDG 9 (Industry, Innovation, and Infrastructure), SDG 11 (Sustainable Cities and Communities), and SDG 13 (Climate Action).
8 Conclusion
This hybrid review and case study demonstrate that achieving construction project success in Lebanon requires a synergistic alignment of managerial, institutional, and material-performance dimensions. The findings confirm that economic and technological factors; supported by improved regulatory frameworks, construction standards, and transparent permitting processes; are central to enabling the adoption of sustainable and high-performance materials.
By integrating sustainability and material efficiency within traditional project management frameworks, this study redefines project success as the ability to deliver infrastructure that is not only cost-effective and timely but also low-carbon, durable, and resilient. The empirical evidence from Lebanon highlights both the systemic barriers; such as economic instability, fragmented governance, and limited certification systems; and the emerging opportunities, including growing academic engagement, local innovation, and increased stakeholder awareness of sustainability imperatives.
The proposed Integrated Success Framework offers a practical roadmap for policymakers, industry leaders, and construction professionals to harmonize project management excellence with environmental performance. It emphasizes that the path toward sustainable construction in developing contexts must rest on three coordinated pillars:
1. Managerial competence and leadership to champion sustainability-driven decision-making;
2. Institutional modernization to embed life cycle assessment (LCA), certification, and regulatory enforcement; and
3. Material innovation to localize the use of low-carbon, high-durability materials suited to regional constraints.
For Lebanon, this integration represents both a strategic necessity and a transformative opportunity. It can reduce reliance on imported materials, enhance industry competitiveness, and contribute meaningfully to national climate commitments. More broadly, the study provides an adaptable framework for other developing nations seeking to operationalize sustainability through project success metrics.
Future research should extend this model through comparative regional analyses, exploring how cultural, regulatory, and market variations affect sustainable material adoption across the Middle East and Mediterranean regions. The development of data-driven monitoring tools and AI-assisted material evaluation systems would further enhance real-time assessment and predictive modeling of material performance.
Ultimately, redefining project success through the lens of sustainability establishes a forward-looking paradigm for construction management; one that ensures not only successful project delivery but also long-term environmental stewardship and societal resilience.
Data availability statement
The original contributions presented in the study are included in the article/supplementary material, further inquiries can be directed to the corresponding author.
Ethics statement
The participants (or their legal guardian/next of kin, when applicable) provided written informed consent to participate in this study.
Author contributions
CM: Conceptualization, Writing – original draft, Validation, Writing – review and editing, Methodology. WA: Writing – review and editing, Validation, Writing – original draft, Software. MK: Writing – review and editing, Writing – original draft, Visualization, Formal Analysis, Validation. AA: Writing – review and editing, Formal Analysis, Methodology, Writing – original draft, Conceptualization.
Funding
The author(s) declared that financial support was not received for this work and/or its publication.
Conflict of interest
The author(s) declared that this work was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.
Generative AI statement
The author(s) declared that generative AI was used in the creation of this manuscript. The author(s) verify and take full responsibility for the use of generative AI in the preparation of this manuscript. Generative AI (ChatGPT, developed by OpenAI) was used solely to assist in improving the clarity, coherence, and language of the text. All intellectual content, data analysis, interpretations, and conclusions are the original work of the author(s), and the final manuscript was carefully reviewed and validated by the author(s) before submission.
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Keywords: critical succes factor, green materials, high-performance materials, Lebanon, life cycle assessment, project success, sustainable construction
Citation: Mattar C, Arairo W, Khatib M and Azar A (2026) Integrating sustainable material performance and project success factors: insights from the lebanese construction sector. Front. Built Environ. 11:1734576. doi: 10.3389/fbuil.2025.1734576
Received: 28 October 2025; Accepted: 11 December 2025;
Published: 09 January 2026.
Edited by:
Jamal Khatib, Beirut Arab University, LebanonReviewed by:
Oubaida A. Almomani, Ajloun National University, JordanRawan Ramadan, Beirut Arab University, Lebanon
Copyright © 2026 Mattar, Arairo, Khatib and Azar. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
*Correspondence: Wahib Arairo, V2FoaWIuYXJhaXJvQGJhbGFtYW5kLmVkdS5sYg==