Comparing the drivers of sustainable procurement for environmentally sensitive construction: global insights and evidence from Africa

Sustainable procurement has emerged as a key source of competitive advantage in the highly competitive construction sector, compelling industry players to be more mindful of the environmental impacts of their decisions and activities. This study compares the drivers of sustainable procurement for environmentally sensitive construction in both global and African contexts. Guided by PRISMA, the study systematically reviews prior research to examine these drivers. A total of 34 studies published between 2010 and 2025 were reviewed, identifying nine major factors that influence sustainable procurement (SP) from stakeholder, institutional, and resource-based perspectives. Institutional drivers include regulations and policies, professional bodies, and benchmarking. Resource-related drivers include cutting-edge technology, organizational culture, supply chain capabilities, and human resource capacity. Stakeholder-related drivers comprise government and client requirements, non-governmental organizations, and supply chain collaboration. In contrast to global contexts, African research demonstrated minimal enforcement and limited mimetic adoption; however, regulatory pressure emerged as the most common and influential driver. With only six African studies identified, the analysis reveals a significant geographic gap and offers a novel theoretical synthesis, underscoring the need for more substantive evidence on SP in the African construction industry. Although the study complemented Scopus-indexed articles with a snowballing strategy to enhance depth, it may still have overlooked relevant studies, particularly gray literature a limitation that is especially notable in the African context, where social procurement research remains in its infancy. Additionally, future studies could apply meta-analysis to quantify the exact influence of each driver, as the current study is qualitative.

1 Introduction

The construction sector is one of Africa's crucial socio-economic drivers due to its ability to generate employment opportunities, boost economic growth, and foster infrastructural development (Lopes and Banaitiene, 2024). In developing economies, the sector significantly contributes to national performance by serving as a capital asset, boosting gross domestic product, and reducing income inequalities (Alagidede and Mensah, 2018; Yeboua, 2025). However, despite these well-documented benefits, the sector also raises environmental concerns, particularly carbon emissions resulting from waste management, transportation, and energy consumption (Pomponi and Stephan, 2021; Idowu et al., 2024). Additionally, the sector's high material consumption leads to extensive extraction activities such as sand mining, which cause pollution and infrastructure disruption (Bendixen et al., 2023). Furthermore, workers and nearby communities are affected by air, noise, and dust pollution from construction sites (Boakye and Adanu, 2022). The construction industry is one of the most environmentally intensive sectors globally, responsible for over 37% of energy-related carbon emissions and over 30% of total material consumption [United Nations Environment Programme (UNEP), 2023]. In Africa, swift urbanization and extensive infrastructure development are exacerbating these effects, with building activities accounting for around 40%−50% of raw material extraction, in addition to considerable waste production and land degradation [African Development Bank (AfDB), 2022]. Notwithstanding the sector's swift expansion, the implementation of sustainable procurement methods in African construction markets is inconsistent, prompting apprehensions regarding the sector's capacity to facilitate the continent's ecological transition.

As Africa and the rest of the world continue to balance rapid development with sustainability demands, the significance of environmentally sensitive construction (ESC) has become increasingly urgent. Sustainable procurement (SP) serves as a key instrument for integrating environmental considerations into construction, helping balance development and sustainability. SP advances the triple bottom line—environmental, social, and economic—while addressing organizational needs (Boakye and Adanu, 2022; Fregonara et al., 2022). It limits adverse environmental effects by engaging vendors who embed sustainable practices, minimize carbon footprints, and promote social responsibility (Cao et al., 2025) to support a sustainable built environment. Although research on SP drivers is growing globally, no comparative studies currently examine Africa and the rest of the world, to the best of the researcher's knowledge. SP practices address broad environmental, social, and economic challenges faced by nations (Adebayo et al., 2024; Cao et al., 2025) through measures such as prioritizing recyclable products, reducing carbon emissions, improving energy efficiency (Lăzăroiu et al., 2020; dos Santos and da Cunha Reis, 2025), applying lifecycle analysis (Basiru et al., 2023; Anaba et al., 2024), and requiring environmental certifications (Liu et al., 2024).

The construction sector involves multiple stakeholders and operates under diverse regulatory and socio-economic contexts, making it vital to understand SP drivers across regions to inform policy and implementation. Currently, there is a limited understanding and systematic review of SP drivers that advance environmentally sensitive construction. In Africa, interest in SP and its drivers is increasing, with studies identifying factors such as policies and regulations, alignment with Sustainable Development Goals (SDG 17), technology, and market and supply chain pressures in countries like South Africa, Ghana, Kenya, Nigeria, Rwanda, and across West and Sub-Saharan Africa (Stoffel et al., 2019; Fourie and Malan, 2021; Kyalo, 2024; Okeke, 2024; Okoye et al., 2024). However, these studies are country- or sector-specific and therefore cannot be generalized (Stoffel et al., 2019; Fourie and Malan, 2021). Moreover, most focus on all pillars of sustainability, not specifically the environmental dimension that this study examines at the continental level (Africa). This fragmentation makes it difficult for policymakers to promote environmentally sensitive construction through SP.

Globally, several studies highlight key SP drivers in construction, including technology, leadership and management, regulations, legislation, external stakeholders (such as clients, governments, and NGOs), and best practices (Wong et al., 2016; Wibowo et al., 2018; Handayani et al., 2021; Mojumder and Singh, 2021; Zhang and Chen, 2022; Opoku et al., 2022; Fu et al., 2023; Pham et al., 2025). The current study adopts a comparative approach, examining SP drivers in Africa and globally to highlight areas of divergence and convergence that can inform effective implementation. The impact of SP on the United Nations Sustainable Development Goals (SDGs) has made it a strategic global agenda, promoting responsible consumption (SDG 12), climate action (SDG 13), SME support and partnerships (SDG 17; Silva et al., 2018), and sustainable urban development (SDG 11; Abastante et al., 2021). Public procurement plays a significant role in achieving these goals (Manta et al., 2022; Siwandeti et al., 2023), further underscoring the urgency of SP. Understanding SP drivers across global and African contexts goes beyond compliance with local environmental requirements—it also aligns with international sustainability standards such as the UN SDGs.

This study therefore aims to compare the drivers of sustainable procurement for environmentally sensitive construction, drawing evidence from global literature and African insights. It reviews scholarly works from both contexts to enhance understanding of SP drivers that promote environmentally conscious construction, linking the findings to Institutional Theory, Resource-Based View (RBV), and Stakeholder Theory. The study further seeks to provide insights for policymakers, practitioners, and researchers by addressing the following question:

“What are the drivers of sustainable procurement for environmentally sensitive construction globally, and how do these drivers differ or align with evidence from Africa?”

The study addresses this question through a systematic review guided by the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) approach. By focusing on global and African studies, it provides an in-depth understanding of SP drivers that can advance environmentally sensitive construction while leveraging the significant development budgets available both globally and within Africa. To the best of the researcher's knowledge, this is the first study to systematically compare SP drivers that promote environmentally sensitive construction, thereby informing policy, practice, and future research. It contributes by highlighting leading drivers that can guide countries seeking to create sustainable built environments through SP, and by bridging the gap between global and local knowledge through a consolidated African perspective.

2 Literature review

2.1 Sustainable procurement studies framing

Current research on sustainable procurement (SP) in the construction industry has progressively transitioned from mere descriptive narratives to theory-based elucidations of the reasons and methods by which firms implement environmentally conscious procurement strategies. Global studies underscore regulatory enforcement, market demand, and organizational skills, but African-centric research reveals ongoing implementation deficiencies due to frail institutions, constrained resources, and contextual limitations. This review employs three distinct theoretical frameworks Institutional Theory, the Resource-Based View (RBV), and Stakeholder Theory to systematically analyze and critically evaluate the factors influencing sustainable practices in construction. These frameworks establish a foundation for comparing global and African research, elucidating both the existence of analogous drivers and the variation in their efficacy across different contexts.

2.2 Theoretical framework

2.2.1 Institutional theory

The institutional theory is a foundational framework that explains how organizational beliefs, norms, and rules influence their responses to changes such as sustainable procurement (Powell and DiMaggio, 1983). The theory is characterized by two key concepts: legitimacy (the desire to be recognized) and isomorphism (the tendency to become similar; Kauppi, 2022). This highlights that institutions' desire to be recognized as responsible within the communities they operate in drives them to adopt sustainable procurement practices for environmentally friendly construction, thereby gaining legitimacy in the industry (Deephouse, 1996).

(Powell and DiMaggio 1983) describe three types of isomorphism or external pressures that influence organizational behavior: coercive, mimetic, and normative. These three pressures ultimately lead institutions to become more similar and legitimate (Deephouse, 1996), as required to gain a competitive advantage in the market. Eventually, this results in organizations being similar in how they structure their supply chains, implement sustainable procurement practices, and operate. This study, through institutional theory, uses these isomorphic processes to examine the drivers of sustainable procurement (SP) in fostering environmentally sensitive construction.

2.2.1.1 Coercive pressures

Coercive pressures arise from legislation by governments or regulatory bodies, funding agencies, and related institutions, as well as from the need to comply with environmental bylaws (DiMaggio and Powell, 2000). Compliance with regulations may be mandated by law or simply encouraged, thereby driving SP adoption as organizations seek resources from other institutions on which they depend directly or indirectly (DiMaggio and Powell, 2000). Ultimately, organizations end up not only complying with regulations but also conforming to normative expectations to be considered legitimate. This study specifically examines how mandatory procurement and environmental regulations, as well as sources of resources, shape or drive SP practices in the construction sector to gain a rich understanding of the drivers of environmentally friendly construction.

2.2.1.2 Normative pressures

This type of pressure focuses on how professional bodies or social expectations influence the institutionalization of certain practices, such as SP (Powell and DiMaggio, 1983). It examines how SP practices are being embedded within organizational processes and procedures. These pressures are also directly influenced by coercive forces and inspired by mimetic tendencies, leading organizations to adopt SP practices that advance environmentally friendly construction.

2.2.1.3 Mimetic pressures

These pressures refer to the tendency of organizations to mimic and emulate international best practices to enhance their integrity and credibility, especially in response to uncertainty (DiMaggio and Powell, 2000). This emphasizes that organizations often copy the behavior or practices of competitors and leading players who benefit from embedding SP in the construction sector. It highlights the power of benchmarking with local and international best practices, which shapes an organization's SP practices for the better.

This theory was adopted for the study due to its capacity to examine external factors that drive sustainable procurement for environmentally sensitive construction. The theory moves beyond economic rationality, providing the depth required to comprehend these drivers. The three forms of isomorphism broaden the understanding of the drivers of SP in construction. It is worth noting that this theory has been successfully used to examine SP drivers (Grob and Benn, 2014) and social procurement drivers (Loosemore et al., 2021; Razmdoost and Alinaghian, 2024; Kuruneri and Zivanai, 2024).

2.2.2 Resource-based view (RBV)

The Resource-Based View (RBV) theory was used in this study due to its capacity to examine internal factors or drivers of sustainable procurement (SP), thereby complementing the institutional theory, which examines external factors affecting organizations. It is a theory that focuses on the internal resources and capabilities of an organization and how they provide a competitive advantage to the institution (Wernerfelt, 1984; Lockett and Thompson, 2001; Madhani, 2009). This theory examines tangible resources, such as technology and funds, as well as intangible assets, such as skills, reputation, and knowledge, which are difficult to duplicate and thus serve as sources of competitive advantage (Lockett and Thompson, 2001). The RBV lens enables researchers to identify distinctive competencies and capabilities that facilitate SP adoption for environmentally sensitive construction practices within an organization.

RBV has been used in previous studies to successfully explore the drivers of SP (Rantanen, 2021). Additionally, this theory appealed to the researchers because it broadens the scope of analysis to include internal factors influencing SP adoption, thereby complementing the institutional theory's focus on external factors. Secondly, this theory enables researchers to compare and analyze resource disparities between Africa and the global context, helping to explain how such differences affect the degree of SP integration in construction. Lastly, RBV is critical in explaining how investing in green-oriented resources, such as green technology, can create a competitive edge for construction firms beyond mere compliance.

2.2.3 Stakeholder theory

(Freeman 1984) and (Freeman and Moutchnik 2013) explain that stakeholder theory encourages the management of companies in a highly complex and volatile environment in a practical, efficient, effective, and ethical manner. It is a useful principle since all businesses must manage their stakeholders; whether they do so effectively is another matter. Every management choice has an ethical component, and the ethical justifications for managing stakeholders are just as crucial to the theory as the pragmatic factors (Harrison et al., 2015).

According to (Freeman 1984) and (Freeman and Moutchnik 2013), stakeholders are generally defined as people, organizations, and groups that are interested in a business's operations and results and are essential to the company's success. The stakeholder theory highlights that managing stakeholders entails, at the very least, considering their interests and welfare (Harrison et al., 2010). However, additional stakeholder groups such as communities, environmental or special interest groups, the media, and society at large are also often included.

In this study, this lens enables the researcher to explore the influence of a wide range of actors, such as the government, funders, professional bodies, interest groups, non-governmental organizations, competitors, and managers, as internal and external stakeholders with the power to influence SP drivers and their adoption. The study will compare the influence of these stakeholders across the two contexts and explain the discrepancies identified. This lens was used in a related study to effectively identify the drivers of sustainable sourcing (Shahzad et al., 2024).

Additionally, this theory was adopted in this study because it complements the other two lenses by focusing on the relational aspect of SP within the supply chain, where there are varying degrees of expectations and influence. It effectively bridges the gap between institutional theory and RBV by examining both external and internal stakeholders as critical factors in SP adoption.

2.2.4 Integrative overview of the theories

Stakeholder theory, RBV, and institutional theory work together to explain the adoption of sustainable procurement (SP) from relational, internal, and external viewpoints. RBV concentrates on internal qualities like leadership, skills, and resources; Stakeholder Theory emphasizes the impact of clients, contractors, and communities; and Institutional Theory stresses external pressures like laws and sustainability standards. When taken as a whole, these ideas demonstrate how institutional demands, organizational capabilities, and stakeholder expectations combine to produce SP adoption for an environmentally sensitive construction sector.

2.3 Drivers of sustainable procurement

2.3.1 Institutional external drivers

These are drivers are external of the organization that shapes their sustainable procurement practices for environmentally friendly construction. The organization has limited control over this pressure they involve regulations, law, standards and international partners or donors.

2.3.1.1 Regulatory and compliance

Regulations in the form of procurement or environmental policies, legal frameworks, industry standards, or regulatory body requirements are among the widely discussed drivers of sustainable procurement (SP) for the environment in various studies (Bamgbade et al., 2024; Ababio and Lu, 2024; Pham et al., 2025; Van Tam, 2025; Nenavath, 2025). Although these studies recognize regulation as a significant external force, they often approach it as a uniform driver without thoroughly examining how regulatory purpose translates into actual procurement practice. These studies highlight that external regulatory factors from different stakeholders challenge the construction industry to comply with them to gain a competitive advantage through strategic alignment. A study in China also highlights that regulatory drivers are a common influence in the implementation of SP for environmentally friendly construction (Fu et al., 2023). However, this assumption of beneficial regulatory influence may ignore contextual elements that mediate the efficacy of laws, such as institutional weakness, enforcement gaps, and policy incoherence.

This literature review underscores that, globally, regulations, policies, and laws are major drivers of SP adoption in the construction sector. African construction industries are increasingly influenced by global sustainability mandates, government legislation, and donor-driven procurement frameworks that enforce compliance with green standards within their contexts (Ofori, 2012; Opoku et al., 2022; Osuizugbo and Adenuga, 2024). However, regulations, laws, and policies promoting environmentally sensitive construction are often undermined by weak enforcement, poor monitoring mechanisms, and limited accountability, which compromise their potential impact (Singh and Misra, 2022; Amalia et al., 2024). This highlights that it is not enough to have regulations and policies without establishing effective systems for enforcement and monitoring and ensuring that compliance is mandatory to enhance their impact.

Conversely, a study by (Agarwal et al. 2018) in the manufacturing sector in the United States revealed that regulatory pressure had no impact on the adoption of green supply chains, while (Meehan and Bryde 2011) found that regulations alone are inadequate in the housing association context. These contradictory positions are drawn from studies outside the construction sector and from developed contexts such as the USA and the United Kingdom, which limits their generalizability. This challenges the notion that regulation alone is sufficient, suggesting that institutional capability, stakeholder commitment, and governance quality all influence how successful regulation can be.

These drivers are also consistent across a wide range of sectors and contexts, such as in developing countries, education, and the public sector (Kariuki and Kwasira, 2014; Shaikh and Channa, 2022; Santos et al., 2024). However, given the stark differences in institutional preparedness, political will, and enforcement culture across wealthy and developing economies, this cross-sectoral uniformity may obscure important contextual differences. This furthermore underscores the significance of regulation as a propeller of sustainability in any sector beyond the construction industry, while drawing attention to the ongoing disconnect between legal frameworks and practical application.

2.3.1.2 International partnerships and donor influence

Global institutions such as the World Bank, UNDP, and African Development Bank (AfDB) have been key drivers of social procurement (SP) initiatives in many countries like (Kyalo, 2024). Additionally, the edge for company to strategically align themselves with Sustainable development goals (SDGs) is another key driver of environmentally friendly construction (Sandra Marcelline et al., 2022). These international actors significantly influence the integration of environmentally sensitive SP practices by embedding sustainability clauses within memoranda of understanding (MOUs) or funding agreements (Dotzauer et al., 2024; Liu, 2025). However, such donor-driven commitments often remain compliance-oriented rather than transformative, as their influence is typically confined to project-specific agreements and may not translate into long-term institutional or cultural change within partner organizations. This suggests that while external partnerships can drive SP adoption, their impact may be superficial or temporary if not supported by local ownership, policy, and internal capacity building. Overall, this underscores the complex power dynamics among international stakeholders and highlights that sustainable SP implementation requires more than external pressure it demands internalization within local systems and practices.

2.3.1.3 Technology innovation and capability

Technology has been widely identified as a key driver of sustainable procurement (SP) for environmentally sensitive construction (Fu et al., 2023; Bamgbade et al., 2024; Van Tam, 2025). Advanced tools such as the Internet of Things (IoT) and Building Information Modeling (BIM) enhance green certification through waste reduction and lower lifecycle costs. However, the effectiveness of technology is highly dependent on technical capacity, availability of funds and institutional maturity than just the availability of the technology (Singh et al., 2025). Studies in Africa, including Nigeria, Ghana, and South Africa (Tuffour et al., 2023; Bidin et al., 2020; Windapo, 2014), also identify technology as a crucial enabler of environmentally friendly procurement. While IoT and cloud computing improve efficiency and aid climate mitigation (Mojaki et al., 2025). In many African contexts, the slow adoption of technology results from limited digital skills, inadequate infrastructure, and resource constraints (Pittri et al., 2025; Mhlanga and Ndhlovu, 2023). Although these findings extend beyond the construction sector, they highlight the consistency of this driver across different domains. Thus, local capacities and institutional support mitigate the influence of technology, which continues to be a driver of SP. Lastly, innovation capability is considered a direct driver of sustainable procurement (AlNuaimi et al., 2021).

2.3.2 Internal drivers (organization resources)

These are drivers that are internation to the organization that influence the adoption of sustainable procurement for environmentally sensitive construction sector. These internal resources include technology capacity, organization culture, leadership commitment and resource resources.

2.3.2.1 Organizational culture and leadership commitment

Another internal resource serving as a driver for sustainable procurement (SP) in environmentally sensitive construction is organizational culture, which embeds values and practices that stimulate sustainability (Mojumder and Singh, 2021; Smith et al., 2025). Treating culture as a consistent driver, however, runs the risk of ignoring the complexity of how internal politics, organizational norms, and incentive structures affect sustainability outcomes in many circumstances. This driver is further reinforced by (Wibowo et al. 2018), who argue that fostering a culture that promotes sustainability can help build an environmentally sensitive construction sector. However, this kind of cultural change is frequently gradual and depends on employee participation, leadership vision, and the congruence of declared principles with real behaviors. Conversely, organizational culture has also been found to have minimal impact on the adoption of sustainable procurement (Issah and Ackah, 2024). However, this specific study in Ghana focused on just e-procurement as a sustainable procurement without a focus on the environmental aspect.

Organizational culture is closely demonstrated through another internal driver leadership commitment (Mojumder and Singh, 2021). Leadership plays a critical role in influencing the adoption of green procurement practices as part of the broader organizational culture (Wong et al., 2016). However, many organizations show a symbolic rather than a real commitment to sustainability, with executives publicly endorsing environmental goals but failing to provide sufficient funding or incentives to support their execution. Sustained leadership support for SP efforts is often undermined by weak governance cultures, fragmented accountability, and a focus on short-term financial advantages.

Therefore, incorporating sustainability indicators into balanced scorecards and management development programs, for example, should be viewed as a strategic shift that redefines organizational values and decision-making priorities rather than just an administrative task. This demonstrates how culture and leadership are mutually reinforcing: cultural transformation is constrained in the absence of visionary leadership, and leadership initiatives fail to gain traction in the absence of a supporting culture. Conversely, here are studies that discovered minimal contribution of leadership style on green procurement (Grandia et al., 2015; AlNuaimi et al., 2021).

2.3.2.2 Human resource capacity and funding

Human resource capacity staff knowledge, awareness, and skills in sustainable practices remains a key driver of sustainable procurement (SP) for environmentally sensitive construction (Wibowo et al., 2018; Khahro et al., 2021; Singh et al., 2021; Handayani et al., 2021). However, effective SP adoption is not guaranteed by the sheer existence of qualified personnel, as their influence often depends on organizational support, incentives, and available resources. Limited capacity within the supply chain can therefore constrain sustainability outcomes (Wibowo et al., 2018). Similarly, performance is improved when financing and specialized sustainability knowledge are available, but short-term financial constraints usually prevent such investment (Khahro et al., 2021). Therefore, to integrate these competencies into procurement practice, capacity building necessitates not only training and knowledge exchange but also ongoing finance and leadership commitment.

2.3.3 Relational drivers

These drivers are relational in nature as they are influenced by the relationship with eirther customers or supplier that ultimately shapes the posture of sustainable procurement practice within an organization. The drivers include client/customer or market demand and supply chain collaboration or integration.

2.3.3.1 Client and market demand

Clients influence procurement decisions by demanding sustainable materials and practices within the construction sector, especially from suppliers who rely on them for business (Mathiyazhagan et al., 2018; Ogunsanya et al., 2022; Singh and Misra, 2022; Pham et al., 2025). The reviewed studies collectively suggest that organizations tend to embrace and embed sustainability requirements when such expectations are explicitly stated in client contracts (Khahro et al., 2021; Opoku et al., 2022). This theme was also consistent in South Africa where a study reveals that demand client are key drivers to their implementation in the construction sector (Marsh et al., 2020). This implies that external client pressure functions as a coercive mechanism that compels contractors to adopt environmentally responsible practices, demonstrating the influence of institutional forces on organizational behavior. However, this coercive influence is not uniform across contexts. While clients such as governments, funders, and private customers can demand compliance with sustainable practices, the extent to which these demands are implemented often depends on internal organizational factors such as culture, expertise, and leadership commitment (Opoku et al., 2022). This interaction between external pressures and internal capabilities reveals that client demand alone may not be sufficient to drive sustainability unless the organization possesses the internal resources to respond effectively.

In developed contexts such as the USA, the UK, and Australia, clients actively demand green-certified buildings, viewing sustainability as a means to enhance brand image and reduce operational costs (Pham et al., 2025). Consultants also play an intermediary role by aligning client expectations with long-term sustainable outcomes, thereby balancing cost considerations and environmental objectives (Aboagye-Nimo et al., 2024). Contractors, in turn, experience both market and regulatory pressures to conform, which can strengthen their competitive positioning (Ershadi et al., 2021). Conversely, in many African countries, weak organizational cultures, limited expertise, and low management commitment often diminish the enforcement of client sustainability requirements. As a result, clients in these regions tend to prioritize immediate project delivery over long-term environmental performance (Afzal and Lim, 2022; Ferreira et al., 2024). This contrast underscores the contextual dependency of client-driven sustainability: while client demand can be a powerful driver in mature markets, it remains a weak motivator in developing economies where internal capacities and enforcement mechanisms are inadequate.

2.3.3.2 Supply chain collaboration

It is evident that supply chain collaboration is one of the leading drivers of sustainable procurement (SP) for environmentally friendly construction (Ogunsanya et al., 2022; Nenavath, 2025). In this context, collaboration among contractors, designers, owners, and other key actors within the sector influences the adoption of low-carbon practices (Nenavath, 2025). This theme was also stressed by a study conducted in South Africa where collaborative practices and stakeholder networks that support sustainable construction was considered an effective determinant of SP implementation (Marsh et al., 2020). Such collaboration fosters a sustainability-oriented culture within partner organizations, creating a conducive environment for the institutionalization of environmentally sensitive practices. Moreover, supplier collaboration often encourages knowledge sharing and mutual learning, driving other partners to emulate sustainability-oriented behaviors and thereby enhancing SP environmental initiatives (Mathiyazhagan et al., 2018). However, the effectiveness of collaboration as a sustainability driver is context-dependent; it tends to be stronger in organizations with flexible cultures and leadership that support innovation, but less impactful in rigid, hierarchical systems where change is resisted. This suggests that collaboration alone may not guarantee sustainable outcomes unless supported by an enabling organizational culture and governance structure.

2.4 Research gap and synthesis

The literature reviewed indicates that there are slight differences between global and African contexts when it comes to the motivations for sustainable procurement (SP) for ecologically sensitive building. Globally, client demand, business leadership that promotes sustainability objectives, and regulatory enforcement all have a significant impact on SP. On the other hand, the same drivers are consistent in the African context though their success is hampered by inadequate enforcement mechanisms, weak institutional frameworks, and a lack of resources. Few studies provide comparative insights across regions; most focus on either global trends or single-country examples. This disparity emphasizes the necessity of analyzing and contrasting the ways in which institutional, organizational, and stakeholder factors influence SP adoption both internationally and in the construction industry in Africa.

3 Research methodology

3.1 Research design

This study adopted the PRISMA approach (Preferred Reporting Items for Systematic Review and Meta-Analysis), a commonly recognized strategy for systematic literature review studies. The PRISMA approach was used in this study because it offers structured reporting through a standardized checklist that ensures critical items are captured about the review (Dakhli et al., 2024; Degefu et al., 2024). The approach further enhances credibility, trustworthiness, and reliability by adhering to accepted academic practices (Dakhli et al., 2024; Degefu et al., 2024). PRISMA also provides a flowchart diagram that gives an overview of the selection process, highlighting criteria for inclusion and exclusion (Avianto et al., 2024). The framework further assists in reducing risks related to quality, bias, and reproducibility associated with systematic literature reviews (Zarate et al., 2022).

Additionally, the study was guided by the four stages for standalone literature reviews outlined by (Okoli 2015). This review focused on papers published between January 2010 and September 2025. The 2010–2025 period was deliberately chosen to encompass the time when sustainable procurement emerged as a formally institutionalized and philosophically consistent discipline, in accordance with current regulatory frameworks (e.g., SDGs, ISO 20400).

3.2 Literature review method (systematic/thematic review)

The literature review followed the four stages proposed by (Okoli 2015), namely: planning, search and selection, extraction/suitable article selection, and execution/data analysis.

3.2.1 Stage 1: Planning

This phase involved mapping the objectives and scope of the systematic review. The objective of the study was to identify drivers of sustainable procurement for environmentally sensitive construction globally and to examine how these drivers differ from or align with evidence from Africa. This phase also involved determining the appropriate database for the review by exploring various search options and assessing the suitability of databases and keywords.

3.3 Data sources and selection criteria

The Scopus database was used as the primary source to ensure breadth, reduce bias, and enhance transparency and methodological reliability (Akomea-Frimpong et al., 2022). This was supplemented through a snowballing strategy, whereby relevant articles were identified from the reference lists of selected studies across other databases. This ensured wider coverage and reduced the risk of omitting key literature on sustainable procurement drivers.

3.3.1 Stage 2: Search and selection

In Scopus, the search strategy included variants of three core concepts: sustainable procurement, drivers, and construction. Variants of sustainable procurement included “sustainable procurement” OR “green procurement” OR “responsible purchasing” OR “green supply chain.” Drivers were captured using “drivers” OR “factors” OR “motivations” OR “influences.” Construction-related terms included “construction,” “construction sector,” “infrastructural projects,” OR “built industry.” This search yielded 114 publications from Scopus. The backward snowballing of the reference lists from selected papers resulted in an additional 41 publications, which were evaluated using the same inclusion and exclusion criteria as the research obtained from Scopus.

3.3.2 Stage 3: Extraction/suitable article selection

Following the search, articles published between January 2010 and September 2025 were screened for duplication to ensure no overlap between Scopus and snowballing outputs. The review was limited to peer-reviewed journal articles written in English. Four duplicate articles were removed, leaving 151 articles for screening. Titles and abstracts were then reviewed, and articles that did not focus on sustainable procurement (or its variants), drivers (or related terms), and construction (or the built environment) were excluded. This resulted in the elimination of 95 articles, leaving 56 articles for full-text assessment. After excluding articles that were not downloadable, not in English, or not focused on SP drivers, 34 articles remained for final inclusion.

Figure 1 presents the PRISMA flowchart detailing the article selection process. The study was further supported by clear inclusion and exclusion criteria to facilitate reproducibility, as outlined in Table 1. The PRISMA chart detailing the methodology deployed for article selection is also presented in Figure 1.

Figure 1

Figure 1. PRISMA method flowchart.

Table 1

Table 1. Inclusion and exclusion criteria.

3.4 Analytical procedure

3.4.1 Stage 4: Execution/data analysis process

The 34 full-text articles were analyzed thematically. This approach was considered suitable for exploring literature in depth, identifying dominant themes, and presenting findings in an organized and structured manner (Xiao and Watson, 2019). Data extracts from each article were recorded in a Microsoft Excel spreadsheet capturing the article title, year of publication, country, publication source, and research design. In line with the three theoretical lenses adopted in the study, relevant extracts, keywords, phrases, and text segments were identified. Themes not aligned with the theoretical lenses were also noted where applicable. The extracted data were deductively coded and refined into coherent themes. These themes were rigorously reviewed, compared, and examined in depth to provide robust justification for the identified drivers of sustainable procurement for environmentally sensitive construction. Triangulation of thematic findings across the literature strengthened the validity and credibility of the analysis, while a comprehensive audit trail was maintained to document coding decisions and analytical reflections (Figure 2).

Figure 2

Figure 2. Trends in year of publication for the articles.

4 Results

4.1 Description of the selected studies

This installment of the study provides an overview of the studies examined to better comprehend the drivers of sustainable procurement for environmentally sensitive construction. Table 2 outlines an overview of all the 34 studies covered by the review with the oldest study being dated 2013 and the latest study dated 2025. Figure 3 further highlight that most of the articles are generally from 2024 and 2025 which illuminates that the study is mainly based on latest study results. It is worth underscoring the fact the drivers were examined through three various lenses as follows: institutional theory, resource-based view theory and stakeholder theory. The drivers were mapped across the three theories, and three study did not align with the stakeholder theory. Table 2 also underlines the diversity of research methods used in the various studies ranging with survey questionnaires, interviews, focused ground discussion, review studies, mixed approaches and triangulations and this diversity is important for the reliability of our results.

Table 2

Table 2. Overview of selected studies.

Figure 3

Figure 3. Trends of studies according to country of origin.

Furthermore, Figure 3 below shows that most of the studies were conducted in Asian developed countries, with Chaina and India leading the pack with 4 articles each and Indonesia, Malaysia and Nigeria all with 3 articles. The global segment also contains 3 articles that had a global focus on SP drivers in construction. Ghana, Iran, United Kingdom and Vietnam all have 2 while the remaining countries have a single article. In summary, there are 28 global articles, and 6 Africa based studies in this research, and this underscores the scant research in Africa despite rapid interest on sustainable procurement.

Additionally, the review significantly involved quartile one journal as rated by Scopus which indicates that they are top 25% Scopus ranked in their respective disciplines as outlined in Table 3. These 12 articles included: Journal of Cleaner Production, Engineering, Construction and Architectural Management, Production Planning & Control, Creativity and Innovation Management, Sustainability (MDPI), International Journal of Construction Management. This underscores that the research is centered around reputable journals. The study used a significant number (9) of journals from quartile 2 and 3 journals which are of moderate ranking in Scopus and this allowed the researcher to broaden their scope and ensure no omission of critical studies is made. Lastly, a total of (5) quartile 4 and non-Scopus journals as reflected in Table 3 were used which aided the study to be more inclusive to deliver credible results.

Table 3

Table 3. Distribution of articles in terms of quality.

4.2 Thematic analysis of the results

The results were thematically analyzed in line with the three theoretical lenses adopted for the study. This section of the results highlights nine major drivers of sustainable procurement, which are distributed across the three theoretical perspectives: Institutional Theory (regulatory pressure, external bodies and industry influence, and professional and societal legitimacy pressure), the Resource-Based View (RBV) Theory (cutting-edge technology, supply chain capacity, and human resource capacity), and Stakeholder Theory (government and client requirements, non-governmental organizations and civil society involvement, and supply chain collaboration). Table 4 consolidates the nine theme drivers of sustainable procurement identified in this analysis, aligning them with the three theoretical frameworks and comparing evidence from global and African contexts (Table 4).

Table 4

Table 4. Summary of the results aligned to the theoretical lenses.

Additionally, Table 5 highlights comparative analysis of frequency reveals that regulatory pressure prevails in both contexts, whereas mimetic influences and supply-chain, technology and organizational culture related drivers are significantly underrepresented in African research (Table 5).

Table 5

Table 5. Frequency of sustainable procurement drivers across the region.

4.2.1 Regulatory pressure (coercive)

Regulatory pressure emerged as a leading theme in the study, aligning closely with the institutional theory, as it demonstrates that the implementation of sustainable procurement (SP) is significantly influenced by the need to comply with environmental regulations and legislative requirements. This finding was consistent across both global and African-based studies, underscoring the universality and dominance of this driver in shaping sustainable procurement behavior within the construction sector.

The theme highlights that SP adoption is largely driven by mandatory or coercive pressures imposed by governmental authorities and regulatory institutions. For instance, in Vietnam, companies in the construction sector adopt green supply chain management practices primarily to comply with environmental regulations aimed at reducing carbon emissions (Pham et al., 2025). Similarly, in Malaysia and China, coercive pressures such as environmental laws, government policies, and legislative mandates have been identified as powerful mechanisms for cultivating sustainable procurement practices that advance environmentally sensitive construction (Bamgbade et al., 2024; Ababio and Lu, 2024; Zhang and Chen, 2022; Wong et al., 2016).

Regulatory pressure leaves little room for organizational discretion, as compliance is mandatory within the construction industry. In Nigeria, adherence to building codes, health and safety regulations, and environmental standards while in South Africa policies, regulations and procurement policies further illustrates the power of coercive pressures in facilitating the implementation of sustainable procurement practices across different contexts (Marsh et al., 2020; Osuizugbo and Adenuga, 2024). This demonstrates that, much like the global context, African countries also rely heavily on regulatory enforcement as a key institutional mechanism to compel contractors and construction firms to integrate environmentally sustainable practices.

Overall, the results underscore that coercive pressures particularly those exerted through government regulations, environmental policies, and legal frameworks play a critical role in institutionalizing sustainable procurement within the construction industry. Such pressures not only enforce compliance but also create a structured pathway for aligning organizational behavior with broader environmental objectives, thereby fostering an environmentally sensitive construction sector.

4.3 External bodies and industry (normative)

External bodies and industry standards emerged as another major theme that was consistent across studies and aligns with the normative dimension of institutional theory. This theme asserts that external pressure from international bodies such as the United Nations Sustainable Development Goals (UN SDGs) and the International Organization for Standardization (ISO) act as key drivers for the institutionalization of sustainable procurement (SP) practices. (Ahmed et al. 2024) and (Osei-Kyei et al. 2024) revealed that professional norms and professional networks are powerful tools used to institutionalize SP practices in the construction sector globally.

This theme is also consistent in the African context, particularly in Nigeria, where (Mudashir et al. 2024) found that industry norms, best practices, and pressure from international bodies serve as powerful drivers of institutionalizing SP practices to advance environmentally sensitive construction. Similarly, a study in Ghana highlights that the need to gain legitimacy in response to institutional pressure is a key driver of green procurement implementation in the construction sector (Tuffour et al., 2023).

These findings suggest that construction stakeholders adopt SP practices in response to external bodies and global frameworks, either for strategic alignment or to align with the global sustainability agenda. In the United Kingdom, China, and Canada, industry standards and best practices have also been linked to the successful integration of SP for environmentally sensitive construction (Ruparathna and Hewage, 2015; Wong et al., 2016; Sourani and Sohail, 2013).

Overall, this result reveals that SP practices are embedded within institutions as a response to pressures from industry and professional bodies, primarily to gain legitimacy and align with international sustainability expectations, both in Africa and across the global construction industry.

4.4 Best practices or benchmarking (mimetic)

A third consistent theme, directly aligned with the mimetic aspect of institutional theory, is the benchmarking driver. This driver highlights that construction players are inspired by leading corporations in the sector to adopt sustainable procurement (SP) for environmentally sensitive construction. They replicate SP best practices that have proven effective or provide a competitive advantage for established brands within the construction space.

Imitating best practices was identified in a study in the United Kingdom as a key driver of SP integration in the built environment (Sourani and Sohail, 2013), and also by (Osei-Kyei et al. 2024) and (Ahmed et al. 2024), whose studies with a global focus on SP drivers in construction similarly highlight how companies emulate others with advanced SP awareness and practices. This theme was consistent across a wide range of studies, indicating that replicating what works for others is a common driver of SP integration in the construction sector.

This was also evident in powerful nations such as China, Malaysia, and the United Arab Emirates, where peers, competitors, or leading firms' green strategies are copied by others for legitimacy purposes (Bidin et al., 2020; Balasubramanian and Shukla, 2017; Wong et al., 2016). The same pattern was observed in the African context, where a study in Nigeria identified that best practices adopted by leading brands drive SP implementation in the construction sector (Mudashir et al., 2024). However, within the African context, this theme appeared in only a single study, indicating that it is not as prominent as in the global arena. Overall, mimetic pressures arising from peers or leading corporations in the sector were less prevalent than coercive or normative pressures.

4.5 Resource related drivers

The study also reveals three major themes that are related to the resource-based view that drives the adoption of SP practices to foster an environmentally friendly construction sector. These themes are as follows and are discussed in full below: cutting edge technology and innovation, organizational culture, human resource capacity and supply chain capabilities.

4.5.1 Cutting-edge technology

Technology is one of the consistent drivers of SP practices in the construction industry, as identified in several studies. Technological innovations are considered an effective internal capacity driver that can be leveraged to create a competitive edge in the market, according to studies conducted in Vietnam and Malaysia (Van Tam, 2025; Bamgbade et al., 2024). In the context of Iran, technology manifests through creative innovations such as environmental management systems (EMS) that outline frameworks, processes, and monitoring and evaluation instruments geared toward enhancing environmental performance in the construction sector (Soufi et al., 2025). Technological capability was also identified as a key facilitator of SP integration into the construction sector in the United Kingdom (Opoku et al., 2022). This underscores the significance of technology as an internal, rare resource in supporting the adoption of SP practices across the globe. Furthermore, green technology and innovation capacity are considered crucial drivers of SP implementation in China (Zhang and Chen, 2022; Wong et al., 2016). These green technologies offer a competitive edge in the construction sector, as revealed in studies from Pakistan, Indonesia, and India (Hussain Khahro et al., 2021; Handayani et al., 2021; Mathiyazhagan et al., 2018; Wibowo et al., 2018).

Studies across the globe clearly demonstrate that technological capabilities are rare resources that enable the adoption of SP practices in the construction sector in various contexts. This theme was also evident in a single study from Nigeria, where the adoption of modern technologies such as e-procurement, Building Information Modeling (BIM), and green material evaluation tools was considered key to SP implementation (Ogunsanya et al., 2023).

4.6 Organizational culture

Organizational culture is another dominant theme that arose from the various studies examined. The studies underscore that the internal culture of an institution, as established by its leadership, is a major enabler of SP within the construction sector. This theme highlights the significance of fostering a culture that values sustainability as a critical ingredient in the development of sustainable procurement, as shown in studies conducted in Indonesia and India (Nenavath, 2025; Wibowo et al., 2018). In the context of India, organizational culture was found to be a key mediating factor between external forces, such as regulation and low-carbon practices, and internal institutional responses. This internal theme was also consistent as a driver of SP implementation in other contexts, including the United Kingdom and China, highlighting the power of internal resources in influencing SP practices (Fu et al., 2023; Opoku et al., 2022). Internal culture, as defined by leadership, was also discovered to be a key factor in Nigeria in shaping SP integration in the construction sector (Ogunsanya et al., 2023). This demonstrates the consistency of organizational culture as a vital ingredient in SP implementation for environmentally sensitive construction.

4.7 Supply chain capabilities

The supply chain capacity is another consistent theme across various articles from both internal and external capacity perspectives. For instance, studies in Iran and the United States reveal that suppliers' capabilities or supply chain-wide capabilities are significant drivers of SP implementation (Taghavi et al., 2021; Balasubramanian and Shukla, 2017). This perspective underscores the fact that external supply chain capabilities to deliver environmentally sensitive products have a strong influence on the implementation of SP practices.

This is further reinforced by a study in Vietnam, which underlines that having a sustainable green materials market is a key enabler of SP practices in the construction sector, as product availability is ensured (Van Tam, 2025). Additionally, in China, the capacity of an organization to establish a green products market is a significant driver of SP implementation, since the creation of such a market relies on internal resources such as sustainable sourcing processes, sustainability experts, and finances.

Several studies, including those conducted in Canada, the United Kingdom, Indonesia, Iran, and China, emphasized the significance of internal supply chain capacity by highlighting the need to create procurement processes that support sustainable procurement practices (Messah et al., 2023; Fu et al., 2023; Soufi et al., 2025; Opoku et al., 2022; Rajeev et al., 2017). These global studies highlight the importance of a proactive internal supply chain that integrates sustainable procurement practices throughout the procurement cycle, from sourcing to supplier and product evaluation, to ensure environmental sensitivity.

This theme also emerged in the African context, where procurement processes are considered a critical driver, as once organizations embrace sustainable procurement practices, broader adoption follows (Ogunsanya et al., 2023). These findings highlight that both external and internal supply chain capacities serve as critical resources for the implementation of SP practices in environmentally friendly construction.

4.8 Human resource capacity

Human resource capacity is a leading internal driver under the resource-based view-inspired themes. The theme revolves around three perspectives: the availability or development of knowledge and awareness of the sustainability agenda, the competences or skills of those entrusted with leading procurement and the business and the leadership/management commitment. For instance, studies in Indonesia, India, Iraq, Malaysia, and Pakistan highlight the significance of equipping human resources with the right skill set and knowledge to implement SP practices in the construction sector (Abdulnabi et al., 2022; Zhang and Chen, 2022; Hussain Khahro et al., 2021; Mojumder and Singh, 2021; Razali et al., 2021; Wibowo et al., 2018). These studies stress the significance of internal skills, training, expertise, and knowledge as drivers of SP implementation. The human resource capacity theme also emerged in the African context (Ghana, South Africa, and Nigeria), where a competent, skilled, and knowledgeable workforce is a key driver of SP integration for environmentally sensitive construction (Osuizugbo and Adenuga, 2024; Tuffour et al., 2023; Marsh et al., 2020). This shows that human resource capacity is an essential instrument for SP implementation.

Furthermore, human resource capacity as a driver also manifested through leadership and management commitment in various contexts, such as in China, the United Kingdom, Indonesia, India, and Pakistan (Van Tam, 2025; Opoku et al., 2022; Hussain Khahro et al., 2021; Mojumder and Singh, 2021; Handayani et al., 2021; Wong et al., 2016; Sourani and Sohail, 2013). This theme emphasizes that SP implementation for environmentally friendly construction becomes successful when leaders or managers endorse and socialize it within the organization. Compared to global findings that reinforce leadership or management commitment, a study in South Africa shows that government commitment is a major driver of SP implementation (Marsh et al., 2020).

4.9 Stakeholder-influenced drivers

This study also reveals three drivers aligned with stakeholder theory, demonstrating how various stakeholders influence SP implementation for environmentally sensitive construction. These drivers are government and client requirements, non-governmental and societal requirements, and supply chain collaboration.

4.10 Government and client requirements

The studies examined consistently indicate that government is the main influencer of SP implementation in the construction sector through environmental, sustainability, or procurement regulations and legislation. For instance, studies in Vietnam, India, Malaysia, China, Romania, and Pakistan stress that regulations are an external driver that compel organizations to implement SP practices for compliance and to gain a competitive advantage (Van Tam, 2025; Bamgbade et al., 2024; Fu et al., 2023; Hussain Khahro et al., 2021; Simion et al., 2019; Mathiyazhagan et al., 2018). These studies underscore the dominance of this theme across the globe.

Furthermore, it is important to note that government, as the implementer of environmental regulations or sustainable procurement policies, is also a major client in the construction sector, promoting SP practices by expecting contractors and suppliers to embed them in their bids. Additionally, several studies underscore that client, consumer, or customer requirements are another influence on SP integration in the construction sector (Opoku et al., 2022; Abdulnabi et al., 2022; Mojumder and Singh, 2021; Wong et al., 2016). These clients also manifest in various ways including as donors and investors. This theme is also consistent in the African context, as a study from Ghana reveals that clients are critical drivers of SP practices in the construction sector (Tuffour et al., 2023). These findings demonstrate the power of clients, regulators, and governments as key influencers of SP implementation in the construction sector.

4.11 Non-governmental organizations/agencies and civil society

This theme focuses on non-governmental organizations, agencies, and civil society as key drivers of SP practices within the construction sector. Studies in Indonesia, the United Kingdom, India, China, and Pakistan underscore that communities and non-governmental organizations are external influencers of SP implementation in the construction sector (Messah et al., 2023; Opoku et al., 2022; Zhang and Chen, 2022; Hussain Khahro et al., 2021; Mojumder and Singh, 2021; Handayani et al., 2021). This theme is consistently reflected across the reviewed studies, including in Ghana, where non-governmental organizations and communities were also identified as determinants of SP implementation for environmentally friendly construction. Furthermore, this reinforces that external stakeholder, such as NGOs and communities, are critical factors in SP implementation that must be seriously considered.

4.12 Supply chain collaborations

The literature reviewed also shows that globally, supply chain collaborators and partners are key determinants of SP implementation. This theme highlights that when supply chain partners share aligned sustainability values and objectives, SP practices are implemented more smoothly. Furthermore, it indicates that collaborations within the supply chain motivate other stakeholders to align themselves with those actively integrating SP practices. For instance, a study in India reveals that collaborations among project owners, contractors, designers, and other key stakeholders positively influence the adoption of low-carbon practices within the construction industry (Nenavath, 2025). In the Malaysian context, a study indicates that collaboration facilitates strategic alignment, enabling successful implementation of SP practices within the built industry (Bamgbade et al., 2024). This theme was very consistent across various contexts, including China, India, Pakistan, and Indonesia (Fu et al., 2023; Hussain Khahro et al., 2021; Mathiyazhagan et al., 2018; Wibowo et al., 2018; Wong et al., 2016). This clearly reinforces that SP integration in the construction sector can also be influenced by the supply chain partners with whom organizations collaborate. In summary, the results show that there are institutional, resource-based, and stakeholder-based drivers that need to be considered for the successful implementation of SP practices for environmentally friendly construction.

5 Discussion

This installment of the study discusses the findings of the study from the three frameworks used to examine drivers: institutional theory, resource-based view and stakeholder theory. This section underscores how the theories as the lenses of the study explain the influence of the drivers from the global space diverge or aligns to African drivers of SP for environmentally sensitive constriction.

5.1 Institutional theory drivers

The study reveals that institutional forces are major drivers of SP implementation to achieve an environmentally sensitive construction. This institutional pressure emanates from all the three isomorphism: coercive, normative and mimetic forces of the theory.

The study reveals that sustainable procurement implementation for environmentally sensitive construction is largely driven by coercive pressures, particularly through regulatory frameworks and environmental legislation. These results are consistent with previous studies by (Pham et al. 2025); (Fu et al. 2023); (Wong et al. 2016), and (Osuizugbo and Adenuga 2024) from both global and African contexts, which found that regulations compel institutions to embed sustainable procurement practices in alignment with national sustainability agendas. The convergence of findings across these contexts reinforces the argument that government regulations remain a central and effective mechanism for integrating environmental sustainability into the construction sector through sustainable procurement. However, an important observation is underlined when comparing Africa and other global studies. While regulatory compliance in developed countries tends to be effectively enforced, studies in Nigeria and Botswana (Unegbu et al., 2025; Kuruneri, 2025; Oyewobi and Jimoh, 2022) reveal that weak enforcement and inadequate monitoring mechanisms often reduce such compliance to a symbolic or box-ticking exercise. This result highlights that while regulations are a critical driver of SP implementation for environmentally friendly construction, their success relies on the robustness of the institutional enforcement mechanism. Consequently, in many Africa contexts, the lack of strong enforcement systems compromises the transformative potential of regulations as drivers of SP implementation compared with developed countries.

Normative forces manifest through external bodies and professional institutions that promote the institutionalization of sustainable procurement (SP) practices within the construction sector. This result indicates that international frameworks such as the UN Sustainable Development Goals (UN SDGs) and ISO standards serve as key reference points motivating organizations to embed SP principles into their operational systems. The finding aligns with studies by (Tuffour et al. 2023) and (Ahmed et al. 2024), which similarly reveal that organizations both in Africa and globally adopt sustainable procurement practices to enhance legitimacy and secure competitive advantage, often driven by expectations from professional bodies, donors, and international frameworks.

The consistency of the result in the African and global context understands the widespread emphasis of the global agenda currently being implemented by all members of the United Nations (UN) which redefining procurement practices. This finding demonstrates how organizations in both settings strategically align themselves through embracing or complying with global sustainable agenda from these international players such UN or World Bank as a funder. This highlights that normative forces play a critical role in diffusing sustainability value and redefining procurement practices and advancing an environmentally sensitive construction industry in Africa and the globe.

The study also reveals that mimetic pressures act as consistent determinants of sustainable procurement (SP) implementation for environmentally sensitive construction, whereby companies imitate or benchmark SP practices from leading firms that demonstrate clear benefits from such adoption. This driver was evident across both African and global contexts, although the strength of its influence varies. For instance, global studies report strong mimetic tendencies, where organizations actively replicate SP best practices to gain legitimacy, improve competitiveness, and align with market requirements (Sourani and Sohail, 2013; Wong et al., 2016). In contrast, African studies reveal a more modest influence of benchmarking on SP implementation (Mudashir et al., 2024).

This theme as observed in both contexts highlights the consistent pursuit of legitimacy and market relevancy in aligning with global sustainability agenda in highly competitive environments. Conversely, the weaker manifestation in Africa can be attributed to limited institutional capacity, inadequate benchmarking tools, and weak monitoring systems that stifle effective learning and imitation of best practices. This limitation is consistent with findings under coercive pressures in this study, where poor enforcement and regulatory evaluation affect the effective implementation of SP to foster an environmentally friendly construction. Critically, the benchmarking and imitation gap reflects the relatively nascent stage of SP evolution in many African countries, where implementation is often driven by compliance with investor, donor or government requirements rather than strategic or competitive emulation observed in developed economies. This finding underscores that while benchmarking is essential to SP implementation, in Africa, where resources are limited and institutional maturity and learning capacity are low, its effectiveness is constrained.

5.2 Resource drivers

The resource-based view (RBV) perspective provides a useful lens for understanding how internal resources and capabilities influence the implementation of sustainable practices (SP) for environmentally sensitive construction. Analysis of the findings through the RBV framework revealed four key drivers of SP implementation: (1) cutting-edge technology and innovation, (2) human resource capacity, (3) supply chain capacity, and (4) organizational culture.

Technological capabilities and innovation emerged as one of the most consistent and influential drivers of SP implementation. This finding aligns strongly with previous global studies, which highlight advanced technologies such as Building Information Modeling (BIM), environmental management systems, and green technologies as critical enablers of sustainable construction practices (Bamgbade et al., 2024; Soufi et al., 2025; Opoku et al., 2022). The convergence between the present study and global evidence suggests that technological advancement is a strategically valuable resource for enhancing environmental performance in the construction industry. Importantly, the alignment of findings between the global and African contexts (Ogunsanya et al., 2023) reinforces the notion that technology is a central asset in driving SP implementation. However, the degree of consistency in implementation and impact varies significantly between these contexts. This discrepancy can be attributed to structural and economic challenges in many African countries, where the adoption of advanced technologies often requires substantial capital investment and a well-trained workforce—resources that may not be readily available. As a result, many firms in the region face barriers such as limited financial capacity, inadequate infrastructure, and poor internet connectivity, particularly in remote areas (Nwokolo et al., 2023). These constraints are a major contributing factor to the poor procurement technological implementation to facilitate an environmentally sensitive construction.

Another consistent internal driver is organizational culture, which emerged as a key determinant of SP implementation in environmentally sensitive construction. This finding is consistent with previous global studies, where organizational culture has been identified as a critical internal resource for responding to external pressures and enabling other drivers (Nenavath, 2025; Fu et al., 2023). This driver was particularly evident through strong leadership and management commitment to the sustainability agenda. African studies similarly highlight leadership commitment as a fundamental ingredient for SP implementation in environmentally friendly construction (Ogunsanya et al., 2023). This demonstrates that leadership commitment functions as a key internal resource that shapes organizational behavior, builds a shared sustainability vision, and improves the integration of SP practices across organizational levels.

Supply chain capacity emerged as another key driver of SP implementation, supporting environmentally sensitive construction across global contexts. It manifested as both an internal and external enabler, reflecting the multidimensional nature of SP adoption. As an external driver, it underscores the importance of the availability of green products and the ability of suppliers to deliver them effectively. This theme was consistently identified in several global studies (Van Tam, 2025; Taghavi et al., 2021; Balasubramanian and Shukla, 2017). However, in contrast, this external dimension of supply chain capacity was not prominent in the African context. This divergence highlights a developmental gap, where global organizations are increasingly able to leverage mature markets with established green supply bases, while many African countries are still in the process of institutionalizing SP practices, thus lagging behind in accessing reliable green products and suppliers.

From an internal perspective, supply chain capacity also manifested through sustainable procurement processes and procedures, which are critical enablers of SP implementation. This finding aligns with both global and African studies that emphasize the role of internal procedural formalization in embedding sustainable procurement practices (Messah et al., 2023; Fu et al., 2023; Soufi et al., 2025; Opoku et al., 2022; Ogunsanya et al., 2023). The consistency of this finding across contexts underscores the universal importance of robust internal systems in driving SP outcomes. However, the effectiveness of these internal systems is often moderated by organizational culture and leadership commitment, particularly in relation to financial implications and resource prioritization. This implies that while supply chain capacity is a globally recognized driver, its manifestation varies across context, externally constrained in developed countries due limited markets and in Africa internal supply chain battles with institutionalism SP processes.

The human resource capacity emerged as a key internal driver, underscoring the centrality of employees' skills, knowledge, and awareness as crucial enablers of SP implementation within organizations. This finding corresponds closely with evidence from both global and African studies, which emphasize that knowledge, competencies, awareness, and continuous training are fundamental to embedding SP practices and promoting environmentally sustainable construction (Abdulnabi et al., 2022; Zhang and Chen, 2022; Hussain Khahro et al., 2021; Osuizugbo and Adenuga, 2024; Tuffour et al., 2023; Marsh et al., 2020). The recurrence of this driver across regions reinforces its universal significance in shaping effective SP implementation. Nonetheless, the African evidence reveals a nuanced contradiction: while human resource capacity is recognized as essential, many organizations still face acute deficits in skills, awareness, and institutional capacity. This gap reflects the relatively low sustainability maturity within the continent's construction sector, where efforts to build capacity often lag behind external sustainability pressures from influential stakeholders such as international donors and the World Bank. This indicates that although the driver is conceptually universal, its institutionalization is context dependent, Africa's institutional and educational limitations deter the conversion of awareness into effective practice, which consequently limits SP outcomes compared to more developed global contexts. Additionally, human resource capacity also manifests through leadership commitment, which serves as a critical internal mechanism for facilitating SP implementation by fostering a culture that embraces sustainability.

5.3 Stakeholder drivers

The stakeholder theory perspective identified several key actors including governments, clients, NGOs, and supply chain partners as influential forces driving sustainable procurement (SP) implementation for environmentally sensitive construction.

Findings from this study reveal that government entities, as major buyers, together with client requirements more broadly, play a central role in shaping SP practices among suppliers. Both the government and private clients influence suppliers' behavior by embedding environmentally friendly requirements into tender evaluation and selection criteria, in line with their respective procurement policies. This trend was consistently observed across numerous studies, reinforcing the critical role of these stakeholders in steering SP practices within construction supply chains (Bamgbade et al., 2024; Opoku et al., 2022). In both global and African contexts, governments—acting simultaneously as clients and regulators—emerge as dominant drivers of SP implementation (Ogunsanya et al., 2023). This finding signifies a shift from conventional procurement approaches that traditionally prioritized cost considerations toward contemporary procurement systems that integrate sustainability criteria as part of the total cost of ownership framework. Such a transformation reflects institutional and normative pressures on suppliers, who must align their practices with sustainability expectations to remain competitive and secure tenders.

However, a critical distinction emerges in the African context, where evaluation and monitoring mechanisms for sustainability criteria remain weak or inconsistently applied. Despite these challenges, increasing pressure from investors and international partners has recently made compliance with environmental and social requirements compulsory, at least on paper. This tension underscores a growing, though uneven, institutionalization of SP across the continent. Overall, the prominence of client and government requirements as key drivers of SP implementation highlights the centrality of external stakeholder influence in transforming procurement behavior within the construction sector. The evidence suggests that stakeholder power dynamics especially those emanating from resource-controlling entities such as governments and major clients continue to redefine how sustainability is operationalized across construction supply chains.

Another influential stakeholder group contributing to the integration of sustainable procurement (SP) practices in the construction sector comprises non-governmental organizations (NGOs) and civil society actors. This finding aligns with evidence from both global and African contexts, which consistently highlight the pivotal role of NGOs and civil societies in driving SP implementation (Tuffour et al., 2023; Zhang and Chen, 2022; Handayani et al., 2021; Adjarko et al., 2016). Prominent environmental NGOs such as Greenpeace and Friends of the Earth actively promote the incorporation of SP principles in sectors like construction, primarily by promoting eco-friendly products, supply chain visibility, and green supply chains. Consequently, these stakeholder fosters normative pressures that give rise to integration of SP practices from construction stakeholders. Similarly, social and community-based organizations exert increasing pressure on construction firms to operate responsibly, as society becomes more environmentally and socially conscious. Such organizations represent shifting societal expectations, compelling companies to demonstrate environmental stewardship and social responsibility in their procurement and operational practices.

This finding emphasis the growing institutional influence of NGOs in influencing SP practices. This demonstrates the fact that NGOs and civil society not only serve as overseers of sustainability but also help in bridging the gap between policy and practice in their capacity as change agents. These institutions' active participation highlights societal transition from voluntary environmental responsiveness to a mandatory sustainability compliance, especially in environments characterized by weak government monitoring mechanism.

The findings also indicate that supply chain collaboration serves as a pivotal driver of sustainable procurement implementation within the construction industry, particularly in advancing environmentally friendly practices. This is because companies increasingly build strategic relationships with suppliers who share similar sustainability commitments, creating synergy in achieving green objectives. This finding aligns with evidence from both global and African contexts (Nenavath, 2025; Bamgbade et al., 2024; Okoye et al., 2024; Fu et al., 2023), which collectively underscore that collaboration functions as a catalyst for knowledge exchange, joint innovation, and collective accountability across the construction value chain. Through strategic alignment of procurement sustainability objectives within the supply chain, this integration advances not only the environmental performance but also foster a strong competitive brand and operational efficiency. Furthermore, this highlight that strategic relationship are more beneficial than transactional ones when it comes to advancing sustainable procurement integration in the construction sector within the supply chain through shared decision making.

5.4 Africa vs global perspective through the three theoretical lenses

This study demonstrates a distinct disparity between global and African contexts regarding the determinants and efficacy of sustainable procurement (SP) in the construction industry. Worldwide, the adoption of SP is becoming increasingly strategic, propelled by interrelated coercive legislation, normative standards, and mimetic benchmarking. Conversely, African implementation is fragmented and predominantly focused on compliance, with inadequate regulatory enforcement undermining the efficacy of coercive measures. Consequently, normative constraints from international institutions and funders assume a more prominent role, frequently compensating for domestic institutional capacity, whereas mimetic pressures are inadequately established due to insufficient benchmarking and learning processes. This study enhances the literature by integrating institutional theory, the resource-based view (RBV), and stakeholder theory, indicating that institutional pressure alone is inadequate for achieving environmentally sensitive building outcomes. The successful adoption of SP relies on the congruence between external institutional requirements, internal organizational competencies, and stakeholder influence an alignment observable in global contexts but structurally limited in African construction markets.

5.5 Implication of the study

5.5.1 Theoretical implications

There are several implications that could be underscored from the study. The study contributes through the tripartite framework approach of integrating the institutional, RBV and stakeholder theory to examine the driver of SP adoption. The findings illustrate that the adoption of SP practices for an environmentally sensitive construction is highly influenced by the interplay of external institutional forces, internal organization resources and the dynamics of stakeholders. This study advances institutional theory by underscoring those coercive and mimetic pressures and context sensitive, moderated by organizational maturity and the quality of governance. It further expands the RBV illustrating the intangible resources such as leadership and organizational culture are critical assets that aid organizations to effectively respond to sustainable procurement practices. The study enriches the RBV through illuminating how external stakeholders such NGOs, government, customers and supply chain partners can influence SP implementation. Additionally, it underscores that coercive pressures need to be supplemented with collaborative and relational which ensure strategic alignment of interest between organizations. In summary, this integrated lens offers theoretical insights by demonstrating sustainable procurement adaptation is best explored from a multi-level and multi-actor process where the interaction of institutional pressures, organizational capabilities and stakeholder participation deliver an environmentally sensitive construction industry.

5.5.2 Practical implications

The study also offers several practical implications for various stakeholders such as policymakers, contractors, and development firms. Strengthening regulatory enforcement mechanisms is a critical step toward facilitating the effective implementation of SP for environmentally sensitive construction in the African context. This requires governments to systematically enforce, monitor, and evaluate the implementation of SP-driven regulations. Such efforts can be supported by enhancing human resource competencies in sustainability to bridge existing skills and knowledge gaps through short- and long-term training programs. Human resource development can also equip government personnel with the necessary monitoring and evaluation skills to ensure effective SP implementation. Additionally, policymakers and construction leaders should build technological capacity by investing in digital infrastructure—such as e-procurement systems—and providing incentives for innovations that promote environmentally sensitive construction. Lastly, developing strategic supply chain alliances among suppliers, public agencies, and contractors, as well as leveraging stakeholder engagement with communities and NGOs, can foster alignment, innovation, and resource sharing while minimizing duplication and optimizing resources.

5.5.3 Recommendations for future research and limitations

Future studies should quantitatively assess the identified drivers to establish their varying impact on sustainable procurement implementation across different regions. Furthermore, comparative cross-country studies within Africa are important to highlight contextual differences and examine how institutional maturity influences SP implementation. Additionally, scholars can focus on developing a hybrid theoretical model that integrates institutional theory, the resource-based view, and stakeholder theory to explain the drivers of SP adoption. Lastly, there remains a geographical gap in studies from the Global South focusing on drivers of SP implementation, which presents an opportunity for further research.

6 Conclusion

This research investigated the drivers of sustainable procurement for an environmentally responsible construction from the global and African context drawing insight from the institutional theory, the resource-based view theory and the stakeholder's theory. The objective was to identify the extent to which these drivers align or differ globally and in the Africa context to provide a comprehensive understanding of how SP is implemented within the construction industry. This study indicates that the implementation of sustainable procurement for an environmentally sensitive construction is shaped contextual realities such as a mix of institutional, organization and stakeholder dynamics. The institutional lens reveal that coercive, normative and mimetic pressures serve as major facilitators though contextually they vary with global context having robust reinforcement mechanism than the weak mechanism African context where regulatory constrained are evident. Global studies reveal robust enforcement and institutional oversight mechanisms serving as strong coercive integrating sustainability in construction. Conversely, lack of enforcement capacity compromises the impact of regulations leading to compliance being primarily symbolic. International framework such as UNSDGs and ISO Standards are key sources of normative pressures in both contexts as companies seek to alignment themselves with the new sustainable agenda through integrating SP practices. Benchmarking and adoption of sustainable best practices are prevalent globally and evidently weak in the African context due the limited organizational capacity. The RBV lens indicates that technology and innovation, organizational culture, supply chain capacity and human resource capacity are major internal facilitators SP implementation though with contextual variances. The stakeholder lens highlights the significance of government, clients' requirements, NGOs and supply chain partners as crucial determinants of SP implementation though the influences various across the two contexts. Overall, the study concludes that attaining a an environmentally sensitive construction requires an organization to invest in their internal resources capacity and forge strategic collaboration with key stakeholder to supplement policy alignment and deliver sustainability goals.

Author contributions

JK: Writing – review & editing, Writing – original draft. MD: Investigation, Writing – review & editing, Formal analysis, Validation. MC: Validation, Supervision, Project administration, Writing – review & editing. OM: Validation, Methodology, Writing – review & editing, Visualization, Formal analysis. AO: Investigation, Visualization, Validation, Writing – review & editing, Supervision, Project administration.

Funding

The author(s) declared that financial support was received for this work and/or its publication. This work was funded by Botswana Accountancy College.

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.

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