Social procurement is becoming an increasing policy focus for governments around the world as they seek to incentivise new collaborative partnerships with private organisations in industries like construction to meet their social obligations. The limited construction management research in this area shows that the successful implementation of these policies depends on a new generation of social procurement professionals who are promoting these policies into an institutional vacuum with little organisational identity, legitimacy and support. The purpose of this paper is to investigate what these actors do to promote and build support for the implementation of these policies in their organisations.
A thematic analysis of in-depth semi-structured interviews with 15 social procurement actors in the Australian construction industry is presented.
Results portray an experimental, disconnected and nascent institutional field of practice with a high degree of role ambiguity and conflict. In the absence of a clear organisational identity and legitimate power-base, social procurement actors are forced to rely on incremental rather than radical innovation and the power of stories to persuade others to engage with their vision for creating social value through construction.
Contributing new insights to the emerging “practice theme” in social procurement research, this paper provides important conceptual and practical information about the attributes which determine their success, how they fit into existing organisational structures and how they build support to achieve enabling institutional change. Academically, the results advance understanding of how social procurement professionals are implementing these policies into their organisations. Practically, they provide new information which enable social procurement professionals to improve their practices and construction companies to recruit the right people into these roles and design their organisations to more effectively support them.
