This study identifies, prioritizes, hierarchically models, and validates the enablers that can support circular economy (CE) implementation in construction and demolition waste management (CDWM). Beyond compiling a context-specific list of enablers, the study explains how organizational, regulatory, financial, and technological conditions combine to shape CE implementation pathways in a rapidly developing construction market.
Thirty practical CE enablers were identified through expert-driven open-ended surveys conducted with UAE construction and demolition stakeholders. Total Interpretive Structural Modeling (TISM) was used to build a multi-level hierarchical structure of inter-enabler relationships. Fuzzy MICMAC analysis then classified the enablers according to their driving and dependence power. Finally, Structural Equation Modeling (SEM) was employed as a complementary validation step to examine whether the broader level-wise structure implied by the TISM hierarchy was supported statistically in covariance terms.
The results show that foundational enablers such as top management support, training programmes, clear CE guidelines and objectives, adequate financial resources, awareness-building initiatives, and a credible regulatory environment form the base of successful CE implementation in CDWM. The hierarchical structure suggests that higher-order implementation outcomes depend on earlier investments in organizational readiness, capability development and institutional support. Fuzzy MICMAC further indicates that the most influential enablers possess high driving power, while SEM provides supporting evidence for the overall level-based structure of the model. The study also proposes a phased implementation logic, indicative resource requirements, and performance indicators that can support managerial operationalization.
The study contributes an integrated TISM-Fuzzy MICMAC-SEM framework for modelling CE enablers in CDWM and applies it in the underexplored UAE context. It extends the CE-enabler literature by interpreting the hierarchical structure through institutional theory and organizational change perspectives, thereby explaining why some enablers act as foundational conditions while others emerge as dependent implementation outcomes. The paper also strengthens practical relevance by translating the model into a staged implementation roadmap.
