To be or not to be: The organizational conditions for launching one-stop-shops for energy related renovations

Residential energy-related renovations have a high potential to reduce emissions. However, organizing such renovation is riddled with high transaction costs. In response, scholars and policymakers (e.g., European Commission) have advocated the One-Stop-Shop (OSS) concept to simplify house owners' access to complex renovation solution, but adoption of the concept remains slow. So far, research has focused on the positive impact of OSS at the end customer interface, paying less attention to the governance challenges among supply-side actors. We perform abductive research that combines insights from 45 supply-side actor interviews with transaction cost economics and resource-based theory toward developing a conceptual framework that outlines 15 organizational conditions for supply-side actors’ uptake of the OSS model. Empirically, we find that supply-side organizations are, at this point, reluctant to take up governance of the OSS model. The reported reasons for this vary between different classes of organizations, but overall align well with the organizational conditions outlined in transaction cost economics and resource-based theory. We propose policy interventions to tackle these shortcomings and to structurally support the supply-side of the renovation market in developing the relevant conditions for OSS uptake.