What Drives Successful Campus Living Labs? The Case of Utrecht University

Claudia Stuckrath (), Maryse M. H. Chappin and Ernst Worrell
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Claudia Stuckrath: Copernicus Institute of Sustainable Development, Utrecht University, P.O. Box 80125, 3508 TC Utrecht, The Netherlands
Maryse M. H. Chappin: Copernicus Institute of Sustainable Development, Utrecht University, P.O. Box 80125, 3508 TC Utrecht, The Netherlands
Ernst Worrell: Copernicus Institute of Sustainable Development, Utrecht University, P.O. Box 80125, 3508 TC Utrecht, The Netherlands

Sustainability, 2025, vol. 17, issue 12, 1-29

Abstract: Campus living labs (CLLs) foster sustainability within higher education institutions (HEIs), yet their institutional embedding remains challenging. Relying on the idea of strategic niche management (SNM), this paper examines three processes key to protected space development: vision articulation, social network building, and learning. This research explores the factors that enable the development of protected spaces for successful CLLs. Using an embedded case study approach, seven sustainability initiatives were analysed at Utrecht University, the Netherlands. We found that the perceived success in CLLs is related to sustainability outcomes, scaling pathways, and process outcomes. In addition, different groups of factors driving the development of protected spaces were identified: broad factors that contribute to all or multiple key processes, specific factors that support only one process, and peripheral factors that were less frequently mentioned. ‘Organisational culture’ appeared to be an important broad factor contributing to all key processes. ‘Resources’ and ‘Coordination’ were also important, specifically for social network building, but also mentioned as currently being absent by many. Finally, this paper contributes by incorporating a new factor, ‘Orchestration’, a subtle yet strategic form of coordination. It offers insights for HEIs aiming to develop CLLs as part of their sustainability strategy.

Keywords: university operations; sustainable campus; sustainability office; strategic niche management; sustainability transitions; orchestration; success factors; enablers; drivers; higher education institution; embedded case study (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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