Zoekresultaten
Volg ons op
Volg ons op
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.
DOCUMENT
Facility management has recently met several inflection points that call for new working methods; therefore, IFMA must foster and facilitate discussions to help set a new course for the industry. FM should build upon a history of innovation and use the field's complexity and multidisciplinarity to its advantage. By understanding current and emergent end-user needs and societal requirements, FM practitioners can identify new opportunities for future development. By understanding how building layers interact across disparate time scales, facility managers can enact systemic change for the benefit of end users, organizations and communities. Facility managers have an opportunity to be at the forefront of transformative change and lead the industry to higher ground.
MULTIFILE
This research investigates the impact of early facility management involvement on the effective utilization of building information modelling during the operation and maintenance phase. It looks at understanding the factors that encourage building owners to prioritize early facility manager engagement. This research also examined the role of facility managers when involved early in the process, including the stage in which FM should be involved, the additional knowledge and competencies to add value, the main tasks to perform and what barriers should be overcome to involve FM early. Lastly, this research defines the potential added value that early engagement has on the use of BIM in the operational phase. Recognizing that facility managers bear the ultimate responsibility for building management, this study explores how their early engagement can ensure BIM model align with operational needs, maximizing the technology’s benefits throughout a building’s lifespan. By examining the impact of early FM input, this research aims to provide actionable insights for facility managers to contribute to the BIM development process.
MULTIFILE
Purpose: To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes.
Theory: The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement.
Design/methodology/approach: Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility.
Findings: The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.
Originality/value: Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.
DOCUMENT
This study provides insights into the requirements for client-led strategic renewal of Smart Maintenance Management (SMM) in the construction industry by analyzing its institutional context. A single case study is conducted within a public-sector facility management (FM) organization that operates as a shared service center for two Dutch universities, managing over 60 buildings. All maintenance activities are outsourced to external contractors, making the organization a suitable setting for exploring institutional complexities in SMM implementation. Data were collected through 28 semi-structured interviews and analysis of contracts, internal documents, and secondary sources. The study identifies institutional complexities arising from fragmented supplier networks and conflicting internal corporate logics within the client organization. Three key requirements for successful client-led strategic renewal in SMM are identified: (1) developing client capabilities to manage boundaries between distinct supplier networks (institutional fields), (2) creating new internal practices and decision-making logics to better align with those external environments, and (3) exercising change leadership to reconcile conflicting interests and implement institutional change. These findings contribute to construction management literature by shifting attention toward the internal challenges faced by clients during digital transformation of maintenance. While the results are drawn from a single public-sector case, the institutional framework and identified requirements offer transferable insights for other construction clients navigating similar complexities.
DOCUMENT
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.
DOCUMENT
DOCUMENT
ackground and aim – Driven by new technologies and societal challenges, futureproof facility managers must enable sustainable housing by combining bricks and bytes into future-proof business support and workplace concepts. The Hague University of Applied Sciences (THUAS) acknowledges the urgency of educating students about this new reality. As part of a large-scale two-year study into sustainable business operations, a living lab has been created as a creative space on the campus of THUAS where (novel) business activities and future-proof workplace concepts are tested. The aim is to gain a better understanding amongst students, lecturers, and the university housing department of bricks, bytes, behavior, and business support. Results – Based on different focal points the outcomes of this research present guidelines for facility managers how data-driven facility management creates value and a better understanding of sustainable business operations. In addition, this practice based research presents how higher education in terms of taking the next step in creating digitized skilled facility professionals can add value to their curriculum. Practical or social implications – The facility management profession has an important role to play in the mitigation of sustainable and digitized business operations. However, implementing high-end technology within the workplace can help to create a sustainable work environment and better use of the workplace. These developments will result in a better understanding of sustainable business operations and future-proof capabilities. A living lab is the opportunity to teach students to work with big data and provides a playground for them to test their circular workplace, business support designs, and smart building technologies.
DOCUMENT
