The Dutch infrastructure sector faces a dual challenge of renewing aging infrastructure and achieving sustainability goals under the constraints of limited resources and high societal demand. This research explores how value integration can facilitate transition governance at the tactical level, bridging the gap between strategic visions and operational realities in infrastructure renewal projects.
Through a qualitative research design, this thesis combines theoretical exploration of transition theory, value methodology and the activity theory with empirical data collected via semi-structured interviews and a further elaboration through a collaborative scenario workshop. Findings highlight drivers to implement sustainability into the organisational fabric as well as barriers, such as fragmented governance, resistance to change, and misaligned priorities between national and regional levels. By analysing opportunities for integrative solutions to these barriers, the study identified four key tactical activities for value integration: collaboration, alignment, co-creation and sharing. The study reveals the critical role of tactical governance in translating strategic goals into operational actions, emphasizing the need for cohesive decision-making, stakeholder engagement, and adaptive governance mechanisms. The proposed Value Integration Model addresses these challenges by identifying activities and conditions essential for embedding integrated values into governance frameworks, fostering alignment across organizational levels and among diverse stakeholders.
This research contributes to the field by operationalizing value integration as a practical tool for managing complex transitions under high-pressure scenarios. It offers actionable insights for policymakers, infrastructure managers, and practitioners, demonstrating how value integration can drive systemic change and support the dual objectives of sustainability and infrastructure renewal.