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Article
Publication date: 1 February 2016

Kristy Dyson, Jane Matthews and Peter E.D. Love

The loss of heritage buildings should be avoided as they provide a tangible example of a period of life that is now gone. Adaptive re-use enables buildings to be given a second…

1347

Abstract

Purpose

The loss of heritage buildings should be avoided as they provide a tangible example of a period of life that is now gone. Adaptive re-use enables buildings to be given a second life, enabling them to live on when they may have been previously underutilized. Changing the capacity, function or performance of underutilized buildings for a different purpose, or to suit new conditions, or making use of pre-existing structural elements has become necessary to preserve heritage buildings. The purpose of this paper is to identify the critical success factors (CSF) for the adaptive re-use of heritage buildings.

Design/methodology/approach

Identification of CSF for adaptive re-use can provide asset owners, developers and key stakeholders with the knowledge needed to ensure a project is delivered successfully. Due to a lack of research in the area of CSF for heritage buildings, an exploratory approach was undertaken. Semi-structured interviews were undertaken with stakeholders to solicit their views as to CSFs that lead to the successful adaption of all heritage buildings that had been subjected to re-use program in Perth, Western Australia, were examined.

Findings

Four CSFs were identified: research; matching function; function; and design and minimal change. It is proffered that by addressing the CSFs issues associated with latent conditions, building layout and commercial risk and uncertainty can be addressed. Yet, the Building Code of Australia will continue to be the most significant issue for owners/developers and project teams who embrace an adaptive re-use project.

Originality/value

To date there has been limited research undertaken with regard to determining the CSF for heritage buildings that have been subjected to adaptive re-use. The work presented in this paper identifies the key CSFs that emerged from the stock of heritage building’s in Perth, WA. Further research is required to determine the validity of the CSFs, however, those identified provide a benchmark for further studies in this fertile area.

Details

Built Environment Project and Asset Management, vol. 6 no. 1
Type: Research Article
ISSN: 2044-124X

Keywords

Content available
Article
Publication date: 1 February 2016

Mohan Kumaraswamy

385

Abstract

Details

Built Environment Project and Asset Management, vol. 6 no. 1
Type: Research Article
ISSN: 2044-124X

Article
Publication date: 13 May 2014

Kristy de Salas and Craig Huxley

Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any…

3292

Abstract

Purpose

Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues.

Design/methodology/approach

This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined.

Findings

Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness.

Originality/value

Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

Details

Journal of Strategy and Management, vol. 7 no. 2
Type: Research Article
ISSN: 1755-425X

Keywords

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