Applying Principles of Management to Sustainable Interior Design Practices

This study explores the application of management principles to sustainable interior design practices, examining how planning, organizing, leading, and controlling functions influence environmental performance and design outcomes. Using a qualitative research methodology, six case firms were analyzed to identify enablers, barriers, and typologies of sustainability integration. Findings reveal that early-stage planning and budget allocation are decisive for embedding sustainability, while organizational structures, procurement systems, and leadership commitment significantly shape implementation. Firms with institutionalized sustainability practices—such as dedicated sustainability officers, supplier databases, and post-occupancy evaluations—achieved more consistent and measurable results compared to project-based or opportunistic approaches. Leadership emerged as a critical cultural driver, inspiring designers and aligning stakeholder interests. However, challenges persist, including cost perceptions, rigid procurement frameworks, and limited access to environmental product data. The study concludes that sustainable interior design is as much a management challenge as a technical or creative one. By embedding sustainability within management systems and stakeholder engagement strategies, firms can enhance accountability, client value, and long-term competitiveness. The research contributes to design management and sustainability theory, offering practical recommendations for policy, education, and organizational practice. Keywords: sustainable interior design, principles of management, stakeholder engagement, design management, organizational culture, leadership, procurement practices