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Lack of effective collaboration among energy-related stakeholders is considered as a critical factor that affects building energy performance. Although previous studies have explored energy-related stakeholders' collaboration behavior, there is still a lack of simulation model that can be easily used for collaboration analysis with the consideration of dynamic nature, generality and practicability. To fill this gap, a hybrid dynamic model with the combination of system dynamic and agent-based modeling was developed in this study. Strict model structure tests and model behavior tests were conducted to validate the proposed model. To demonstrate the use of the hybrid model, a tentative exploration of the collaboration among stakeholders was presented. The simulation results showed that (1) a single policy of government subsidies has some limitations for promoting collaboration and improving building energy performance; (2) technical innovation can improve not only the rate but also the quality of collaboration; (3) the effect of long-term gain on collaboration and the building energy performance is sustained; (4) the penalties has an upper limit to reduce the building energy performance gap; (5) the integrated effect on the building energy performance may be less significant than that of the simple sum of each strategy; and (6) there is an incremental and then decreasing marginal utility of integrated strategies. The hybrid model provides quantitative research methods to better analyze the collaboration among energy-related stakeholders. Both the dynamic collaboration decision process and the bounded rationality of stakeholders have been considered. [ABSTRACT FROM AUTHOR]

Energy-related stakeholders play a critical role in energy-saving and emission reduction. However, most previous studies focused on only a few stakeholders (e.g., occupant, designer and owner). Therefore, there is a lack of systematic analysis of energy-related stakeholders. Improving building energy efficiency requires the collaboration of all stakeholders in the building lifecycle. This study applies a two-mode social network model to investigate the stakeholders' power over the impact issues of building energy efficiency. Results show that all issues can be addressed by at least two stakeholders, thereby indicating the potential of collaboration in building energy management. Designers, manufacturers, commissioning agents and researchers are the most influential stakeholders with the highest degree centrality, betweenness centrality and eigenvector centrality. Insufficient knowledge and experience, lack of information integrity and unclear responsibility are the most influential impact issues. With the density of interaction being 1.000, nine core stakeholders (i.e. owner, designer, contractor, subcontractor, supervisor, manufacturer, commissioning agent, energy manager and researcher) and four core issues (i.e. unclear responsibility, poor collaboration and communication, insufficient knowledge and experience, and lack of information integrity) have intensive relationships. The core stakeholders account for 75% of the total stakeholders, whereas the core issues account for 25% of the total issues. Moreover, five strategies that are useful in promoting collaboration are proposed and validated. After the proposed strategies are implemented, the density of the collaboration network increased from 1.242 to 2.652. This study is not only expected to help researchers in understanding the complex interrelationships between stakeholders and issues but also practitioners in promoting effective collaboration strategies. • Twelve energy-related stakeholder groups are identified. • Sixteen issues that contribute to building energy performance gap are identified. • All issues can be addressed by at least two stakeholder groups. • Seventy-five percent of stakeholders are identified in the core position. • Twenty-five percent of issues are identified in the core position. [ABSTRACT FROM AUTHOR]