This research paper conducts a review of the development of facilities management as a profession and some of the key moments in that journey. It then considers the situation of New Zealand, which has a number of characteristics such as a small population, relatively few large organisations which might make use of Facilities Management (FM) at a strategic level, and an understanding of FM which is more about operational rather than strategic issues. Through the tool of a ‘World-Café’ methodology during an FM Masterclass at Auckland University of Technology (AUT) with members of FMANZ, New Zealand’s FM professional association, key issues in the development of FM professionals in New Zealand are discussed and recommendations made. It is interesting to note that the issues of professional recognition, career pathways and academic qualifications are all issues raised in the literature and also by participants in the World-Café session held. This suggests that New Zealand’s FM professionals are progressing through the same ‘growing pains’ as their colleagues in Europe faced in the 1990s. However, it also shows that FM in New Zealand is probably some 15 years behind Europe. The authors recognise that some of the reasons for this may be caused by the above-mentioned New Zealand characteristics. In addition to working on the development and recognition of a domestic FM industry in New Zealand, the authors also suggest that much could be learned from other FM players globally. Opportunities for further research include case studies of successful organisations and the development of an educational framework for New Zealand.
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While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
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Light pollution is one of the fastest growing and most pervasive of environmental pollution (Chepesiuk, 2009). In the last couple of years, a lot of research has been done about the effects of light pollution. The interest in light pollution has been growing in many fields of science, extending from the traditional field of astronomy to atmospheric physics, environmental sciences, natural sciences and human sciences. Better insight in light pollution is likely to contribute to design and operation of Facility Management (FM) based on evidence. According to Cinzano, Falchi, & Elvidge (2001), the Netherlands is one of the countries with the highest amount of light pollution, just as the United States. A sample of students in the Netherlands and the United States has been taken to explore differences and similarities between the two countries.
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HTIT-EN (Hospitality, Tourism, Innovation & Technology Experts Network) unites professors and researchers from five leading academies in hospitality and tourism (Hotelschool The Hague, Hotel Management School Maastricht / Zuyd, Breda University of Applied Sciences, Saxion Hogeschool, NHL Stenden). Our primary goal is to coordinate efforts in setting a joint research agenda, focused on the overall question: "How can the Dutch hospitality and tourism sector, which has a profound societal presence and encompasses a diverse range of workers and stakeholders, leverage its transversal character to generate extensive societal impact through the utilization of emerging technological innovations?" Early industry adoption of emerging technologies, including robotics, immersive experiences, and artificial intelligence, make hospitality and tourism ideal contexts to serve as a catalyst for innovation and societal impact. By integrating complementary expertise of the leading professors in areas like strategic foresight, disruptive transformations, technology management, and digital transformation and by engaging in collaboration with external knowledge institutions (MBO, HBO, WO), the Centre of Expertise Leisure, Tourism & Hospitality, business professionals, and industry associations, our vision is to acknowledge the hospitality and tourism industry as a dynamic basis for generating technology-driven, positive societal change. HTIT-EN's ultimate goal is to rise to the status of a globally renowned knowledge platform, specializing in technological innovation within the domain of hospitality and tourism, within the next 5 years. To achieve this aspiration, we are committed to fostering collaboration and aligning expertise across the participating institutions, as well as extending an invitation to additional partners from both the practical and academic fields related to this network. This collaborative effort will enable us to leverage each other’s expertise and resources and fully utilize the transversal characteristics of the Dutch tourism and hospitality industry, developing it to a catalyst for technology-driven innovation with wide and lasting societal implications across the Netherlands.
Platform kunst≈onderzoek is een netwerk van en voor alle lectoraten in Nederland die zich bezighouden met onderzoek in de kunsten. Het biedt ruimte aan een groeiende community van onderzoekers in de kunsten door uitwisseling van onderzoeksmethodes, -processen en disseminatie te organiseren en faciliteren. Het platform is er niet alleen voor lectoren, maar ook voor docent-onderzoekers, PhD, postdoc en onderzoeksbegeleiders. Het onderzoeksprogramma van kunst≈onderzoek bestaat uit strategische bijeenkomsten en inhoudelijke werksessies, trainingen, netwerkbijeenkomsten, en een tweejaarlijks exposium. Zo verzamelt en deelt kunst ≈ onderzoek informatie over de lectoraten en wat voor soort onderzoek deze doen, over welke thema’s en vraagstukken, en met wie. Dit doet het platform om de breedte van het onderzoeksgebied en de doorwerking ervan op andere plekken zichtbaar te maken. Zo krijgen partners en maatschappij inzicht in de unieke bijdragen die kunst kan leveren aan de maatschappelijke vraagstukken en kunnen nieuwe samenwerkingen ontstaan. Artistiek onderzoek en praktijkgericht onderzoek in de kunsten bieden een specifieke benadering en perspectief: samen met de culturele sector, creatieve industrie en andere partners kunnen we andere mogelijkheden voorstellen en verbeelden, zaken kritisch bevragen, nieuwe manieren van (samen)werken en -onderzoeken ontwikkelen. Precies dat is hard nodig in complexe transitieopgaves. Of dit nu gaat om de thema’s uit de KIA’s of andere gebieden waar verandering vanuit de menselijke maat nodig is. Als platform werken we aan een onderzoeksagenda waarin we de methodologieën in/door de kunsten ontwikkelen en beschrijven als bijdrage aan de key enabling methodologies (KEMs). We werken ook aan de verandering en (door)ontwikkeling in de (kunst)hogescholen zelf. Hoe kunnen deze lectoraten gezamenlijk bijdragen aan een duurzame, zorgzame en inclusieve sector van kunstonderwijs en werkveld? Thema’s waaraan we werken (2023-2026): • Maatschappelijke relevantie van onderzoek in de kunsten • Ethiek • Derde cyclus • Verbinding onderwijs en onderzoek • Work of Research • Diversiteit & Inclusie
Het voorstel voor dit platform komt van vijf lectoraten van verschillende kunsthogescholen. Het platform KUNST ≈ ONDERZOEK staat open voor alle onderzoeksdomeinen in kunst en design, van ‘artistic research’ tot de creatieve economie en van stedelijke vernieuwing tot cultuureducatie. Het platform komt voort uit een sterke behoefte om onderzoek in de kunsten in kaart te brengen, zichtbaar te maken en te profileren, maar zeker ook vanuit een wens voor meer samenwerking op verschillende gebieden en niveaus: zowel onderling als met niet-artistieke domeinen. Zowel de aanvragende als de deelnemende lectoraten worden nadrukkelijk betrokken bij de activiteiten van het platform. Kunstonderzoekers en lectoraten worden gestimuleerd en ondersteund om binnen het Platform kleinere thematische netwerken te ontwikkelen. Daarnaast wordt gestreefd naar de realisatie van een volwaardige derde cyclus in de kunsten: het platform zal daar actief aan bijdragen. Platform Praktijkgericht Onderzoek KUO sluit aan bij de volgende onderzoeksagenda’s en thema’s: NWA Route 14 en de investeringsagenda NWA, Strategische Onderzoeksagenda HBO ‘Onderzoek met Impact’, thema 9, de Human Capital Agenda en Topsector Creatieve Industrie.
