Network service organisation: a multiple pilot study

Abstract

Purpose

Centralised workplace and decentralised facilities management organisations combine several interacting functions. Different levels of a network service organisation are presented. The interacting functions are divided into three organisational levels: strategic clients, network integrators, and functional service units. The research paper demonstrates proposals, data collection plans, and relevant lines of questioning for future case studies and network analysis on the basis of the connections discovered in the pilot study environments.

Design/methodology/approach

Strategic, operational, and functional connections are analysed by studying formal and informal links between the managers responsible for various functions. The research was conducted with four pilot cases divided into four types of business units: a corporate headquarters (a financial services group); a large business unit/subsidiary (a telecommunications service provider); a medium business unit in the area of property management (a real estate investment company); and a small business unit (a technology park). The pilot cases function as a laboratory for the authors future case studies.

Findings

The article provides information how formal connections such as cross‐functional teams, task forces, and liaison roles create stronger ties between strategic planning and operational service delivery. The pilot study implies that without formal connections the functions of the network service organisation faces barriers to both vertical and horizontal interaction.

Research limitations/implications

Regardless of the popularity of the network analysis method, the conducted pilot cases and the found connections did not explain the whole value of centralised planning and strategic interaction between different workplace and service functions.

Originality/value

The network analysis takes place in a new facilities management environment. The article argues on a general level that post‐modernistic organisations, such as network, boundaryless, temporary, hybrid and virtual organisations, that are fragmented and managed informally can benefit from formal control mechanisms and meetings.

Citation

Tuomela, A. and Salonen, A. (2005), "Network service organisation: a multiple pilot study", Facilities, Vol. 23 No. 3/4, pp. 128-141. https://doi.org/10.1108/02632770510578502

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