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While circular economy (CE) is fast becoming a political and economic agenda for global urban development, there are still substantial knowledge gaps in possible strategies to speed up such transition, especially in the construction industry. This study analyses literature surrounding CE to unpack current trends possible future research directions to foster CE implementation in the construction industry.

The study undertakes a systematic review of CE literature published between 1990 and 2019. It adopts a five-stage procedure as a methodological approach for the review: formulation of the research question(s), locating and identifying relevant studies, selection and evaluation of studies, analysis or synthesis and results reporting.

The findings on CE research in the construction industry show extensive focus on resource use and waste management. There are limited investigations in other areas of construction such as supply chain integration, building designs, policy, energy efficiency, land use, offsite manufacturing, whole life costing, and risk, cost reduction, cost management, health and safety management. The study findings provide evidence that current CE practice fails to incorporate other areas that would facilitate the network of true circular construction industry.

This research provides a comprehensive overview of research efforts on CE in the construction context, identifying areas of extensive and limited coverage over three decades. Besides, it identifies possible pathways for future research directions on CE implementation, towards the accelerated transition to a true circular construction industry for the benefit of funding bodies and researchers.

The purpose of this paper is to present a capability maturity model (CMM) developed to implement continuous improvement in small and medium scale construction companies (SMSCC) in Nigeria.

A multi-strategy approach involving qualitative studies of SMSCC in Nigeria was conducted. Semi-structured interviews were conducted with purposively selected construction experts in Nigeria to identify variables essential for continuous improvement in SMSCC. Data collected were thematically analysed using NVIVO. Subsequently, a system thinking approach is employed to design and develop the CMM for implementing continuous improvement SMSCC, by exploring possible relationships between the variables established.

CMM provided a five-level approach for the inclusion of investigated variables such as team performance; culture; structure; post-project reviews, financial risk management, waste management policy and cost control. These variables are factors leading to continuous improvement in SMSCC, implementable within a six to seven and a half years’ timeline.

The system thinking model revealed cogent archetypes in the form of reinforcing loops that can be applied in developing the performance of SMSCC. Continuous improvement is feasible. However, it takes time to implement. Further longitudinal studies on the cost of implementing continuous improvement through CMM a knowledge transfer project can be initiated.

A methodical strategy for enhancing the effectiveness and operations of SMSCC in developing countries can be extracted from the causal loop diagram and the CMM.