One-Stop Collaboration as a Pathway to Sustainable Construction Innovation: Evidence from India

Fragmentation, weak inter-organisational ties, and limited mechanisms for coordinated collaboration often constrain innovation in the construction industry. This study examines the potential of the One-Stop Collaboration (OSC) concept as a structured approach for strengthening network relationships and improving innovation outcomes in the construction sector. Drawing on Social Network Theory, the One-Stop Collaboration model is conceptualised as a futuristic network-coordination mechanism that connects diverse stakeholders through trust-building, neutral facilitation, and shared decision-making. The geographical location is India, which is the fourth biggest global construction market. A survey of the Indian construction industry was conducted to quantitatively assess perceptions of the usefulness of the One-Stop Collaboration concept in enhancing collaboration and innovation. Respondents belonged to the Key Information category. Findings show strong practitioner support for adopting the One- Stop Collaboration model, highlighting its perceived value in improving innovation performance, fostering trust, and reducing conflict. Neutral bodies, such as government agencies, universities, and nongovernmental organisations, were viewed as essential brokers that strengthen collaborative ties. The study contributes to the literature by proposing an empirically supported network-based mechanism tailored to the construction context. It offers practical implications for policymakers and industry leaders seeking structured, multi-actor collaboration frameworks. This research establishes a conceptual foundation for future empirical validation of the One-Stop Collaboration model.