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.
Developing European transnational clusters is a cornerstone in current EU-policies towards a sustainable competitive and open European economy. Within this conceptual paper relates these objectives to new developments in the application of network IT or, in popular terms, the rise of social media. The growing importance of clusters is related to new theoretical insights. Based on this, the paper comes with suggestions for policy makers in governments, businesses and knowledge institutions such as universities.Opening Up is designed to look for a better service to citizens and businesses through the use of social media and open data. The opening-up project started in October 2011 and lasts three years.
Academic libraries collect process and preserve and provide access to unique collections insupport of teaching, learning and research. Digitisation of local history collections has beenundertaken as a way to preserving fragile materials and promoting access. On the other hadsocial networking tools provide new ways of providing access to various collections to awider audience. The purpose of the study was to explore how local history collections arepromoted using social media in Uganda. An environmental scan of cultural heritageinstitutions in Uganda with a social media initiative was conducted. A case study of HistoryIn Progress Uganda project is reported in the paper. The project is chosen based on the levelof activity and ability to provide different approaches and practices in using social mediaplatforms. Findings revealed varying levels of activity. Nevertheless, there still existchallenges of promoting access to local history collections. The paper offers insights into thenature and scope of activity in promoting local history collections in Uganda.
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