ISSN: 0263-2772

Article publication date: 5 July 2011



Finch, E. (2011), "Editorial", Facilities, Vol. 29 No. 9/10. https://doi.org/10.1108/f.2011.06929iaa.001



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited


Article Type: Editorial From: Facilities, Volume 29, Issue 9/10

Just how much has our conception of the office changed in the last 40 years? The first paper in this issue, by van Meel, attempts to contextualise modern approaches to workplace design. It suggests that seemingly contemporary ideas such as the non-territorial office arise from much earlier ideas emergent in the 1970s. The paper goes on to suggest that a socio-technological understanding of how such ideas emerged can shed light on modern day practices.

The concept of knowledge management is not a new phenomenon, yet the evidence to suggest its widespread adoption in built environment disciplines is sparse. The paper by Razali and Juanil describes research based on 16 companies registered under the Board of Valuers, Appraisers and Estate Agents in Malaysia. It suggests that knowledge management principles are becoming increasingly embedded into the working practices of the property management profession.

In the paper by Price et al., the authors argue that within the FM industry sustainable business practice has yet to become implanted. They go on to suggest that sustainability is beginning to play a more influential role, especially amongst the larger FM companies. To further develop the agenda the authors propose a deeper understanding of the driving and restraining forces.

Italy sets the scene for the paper by De Marco and Mangano, wherein the role of facilities (warehousing) is considered in relation to logistical effectiveness. Amongst other things, the authors suggest that warehouse layout, routing and the efficient use of human resources are intimately related.

Blueprinting is a term that is increasingly being used in FM. It refers to a picture or map that characterises a service system such that different people involved in providing the service can conceptualise it, irrespective of their roles. The last paper in the issue, by Coenen et al., highlights how such an approach can increase value for the FM customer, by the integration of core and supporting services.

Edward Finch

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