2013
DOI: 10.1016/j.habitatint.2011.12.005
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How transaction costs affect real estate developers entering into the building energy efficiency (BEE) market?

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Cited by 35 publications
(18 citation statements)
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“…Different types of stakeholders have participated in the GB implementation. For instance, Chan, et al [12] explored the critical factors influencing GB investment from the perspective of building designers in Hong Kong and Singapore and from the developers [13,14]. Moreover, earlier studies [6,15,16] affirmed that clients and customers or tenants were identified to have utmost influence in GB promotion.…”
Section: Introductionmentioning
confidence: 99%
“…Different types of stakeholders have participated in the GB implementation. For instance, Chan, et al [12] explored the critical factors influencing GB investment from the perspective of building designers in Hong Kong and Singapore and from the developers [13,14]. Moreover, earlier studies [6,15,16] affirmed that clients and customers or tenants were identified to have utmost influence in GB promotion.…”
Section: Introductionmentioning
confidence: 99%
“…It is assumed that underlying reasons prevent or inhibit the GB market from realizing this implementation and this raises the question of whether the current incentives are appropriate and sufficient to act as drivers for the take-up of energy-efficient buildings. The objectives for instituting GB incentives (Ocampo, 2011;Qian, Chan, & Choy, 2013) are:…”
Section: Introductionmentioning
confidence: 99%
“…Transaction costs associated with the implementation of energy efficiency projects typically arise as a result of searching for and assessing information, project preparation, finding partners, contracting, persuading, negotiating and coordinating with partners, decision-making, implementing and following-up investment actions, for example, through maintenance or validating data. For more information on transaction costs on searching for and assessing information see Björkqvist and Wene (1993), Hein and Blok (1995), Mundaca and Neij (2007), Sanstad and Howarth (1994), Sathaye and Murtishaw (2004), Sioshansi (1991), for project preparation, see BleylAndroschin, Seefeldt and Eikmeier (2009), for finding partners, contracting, and persuading, see Mundaca (2007), for negotiating with and coordinating partners, see Bleyl-Androschin, et al (2009), Mundaca (2007, Ostertag (1999), for decision-making, see see Björkqvist and Wene (1993), Hein and Blok (1995), for implementing and following-up investment actions, see Bleyl-Androschin, et al (2009), Hein and Blok (1995), Mundaca (2007), Qian, Chan and Choy (2013), Sathaye and Murtishaw (2004), for maintenance, see Ostertag (1999) and for validating data, see Mundaca (2007). The research focus of transaction costs, according to existing literature, has been mostly on industry, i.e.…”
Section: Transaction Costsmentioning
confidence: 99%