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This chapter investigates the effectiveness and the motivation behind the choice of different types of distress resolution strategies in the banking sector. This is a global study that analyzes key financial characteristics of distressed banks that were either acquired by other banks, divested assets, or were subject to government intervention, as well as the change in the financial profile of those distressed institutions from one year pre-deal to three years post-deal. The results show that governments intervene in the (relatively) best performers that only underperform in liquidity ratios, an indication of critical short-term flow problems. Distressed sellers, the underperformers of the three groups, enjoy much improved performance, in particular in cross-border deals. There is some evidence of foreign acquirers “cherry picking” the least distressed banks, though no significant differences in target performance remain post-deal between cross-border and domestic deals. These findings provide some useful guidance for policy makers globally and for future financial crises that impact the banking sector.

International banking refers to the activities of providing financial services (banking) to clients (both institutional and individual) located in many different countries. This encompasses a wide range of activities, including transactions with foreigners and domestic residents relating to deposits and lending in domestic and foreign currencies, facilitating foreign currency transactions and foreign exchange risk hedging, participating in international loan syndications, and facilitating international trade finance for clients.

This article aims to present and compare research perspectives and theoretical reflections from a variety of academic fields on the concept of added value of facilities management.

The starting point is the so‐called FM Value Map, which was presented in a recent article in Facilities by Per Anker Jensen in 2010. The article is a first result of the work in the EuroFM research collaboration group and is based on literature reviews of the most influential journals within the academic fields of facilities management (FM), corporate real estate management and business‐to‐business marketing.

Good relationship management and building on trust is shown to be equally important as delivering the agreed services.

Usually the concept of added value is discussed from a monodisciplinary point‐of‐view. The different backgrounds of the authors add value to an increased understanding of the added value of FM by comparing and testing different ways of conceptualising this issue. This is of great importance to FM research and evidence‐based FM as a sound basis for the long‐term recognition of FM.

The purpose of this paper is to explore how a visual perspective can be applied to strategic communication research. First, the term visual communication will be examined from various perspectives with an attempt to develop a foundation for this new academic territory. Second, this study summarises how visual approaches are applied in strategic communication research during 2005-2015, this is done by a literature review including an overall content analysis.

In order to explore how visual approaches can be applied to strategic communication research, the study started with a literature review by examining the term visual communication from various perspectives. The second step was to do a brief content analysis in order to provide a detailed pattern of theoretical visual approaches in strategic communication research published in scientific journals in the field of strategic communication 2005-2015. A qualitative coding scheme was developed based on the classification of visual approaches in communication research by Barnhurst et al. (2004) and Martin (2011).

The findings of this study not only support previous research indicating that visual approaches in communication research are increasing; the study also points in the direction of that visual approaches in the research field of strategic communication has slightly emerged during 2005-2015.

This study summarises how visual approaches are applied in strategic communication research during 2005-2015.

This study can provide important knowledge about an innovative visual perspective in strategic communication research.

While projects can generate highly relevant knowledge to inform operations and improve performance, organizations face the difficulty of retaining knowledge once a project ceases to exist. This study aims to examine how project work can lead to organizational learning and, in particular, how knowledge transfer and social learning practices shape project-to-organization learning in a setting where projects complement a traditional functional form of organization.

This case study examined a project for inclusive teacher training at a German university. Data were collected and analyzed following an ethnographic approach, including participatory observation, a focus group discussion and 14 interviews with project participants.

The findings support the idea that much of the learning that occurs within projects is tacit. In this study, tacit knowledge from the project was shared with the organization through social learning practices. These social learning practices had a larger impact on project-to-organization learning than knowledge transfer practices such as codification. Additionally, the findings suggest that when knowledge transfer and social learning practices are in conflict, project-to-organization learning will likely suffer.

This study contributes to existing literature by examining the relative importance of technical and social dimensions of project-to-organization learning and by focusing on universities as an example of organizations where projects operate alongside a traditional functional form. Practical implications suggest that to facilitate project-to-organization learning, universities may need to enact a combination of new practices, some designed to codify and transfer knowledge and others created to generate new interpretations and build common knowledge across organizational boundaries.

This paper aims to summarize recent research findings and reflections on The Added Value of Facilities Management (FM) and to outline perspectives for future research and development of the added value of FM.

The article is based on reflections on contributions to the recently published book “The Added Value of Facilities Management” and related future studies, as well as further exploration of five main themes.

Added value is expected to be central in the future development of FM, which is confirmed by recent foresight studies. There is a need for a better understanding of alignment between FM and core business, performance measurement methods and how models such as the FM Value Map can be of value to the involved stakeholders. Corporate social responsibility (CSR), sustainability and branding have great potential to add value and to elevate FM to become a strategic partner with corporate top management. Management of stakeholders’ perception of value and relationships are essential aspects as well and need further attention.

The article is based on the conclusions of several studies that aimed to explore items for further research, on the ideas of all co-authors of “The Added Value of Facilities Management” anthology and on further exploration of five main themes, and not on an extensive review of recommendations for further research to be found in a huge number of research reports.

The findings and ideas for further research on the added value of FM deliver input to further professionalization of FM.

This paper provides important input to the future research agenda on the added value of FM and sheds new light on five particular research topics.

The purpose of this article is to investigate how facilities management (FM) units navigate Energy Service Company (ESCO) collaborations, here defined as examples of public collaborative innovation within the context of FM. The driving motivation is to inform and inspire internal FM units of local institutions on how to navigate and manage collaboration of different, intra- and inter-organisational actors throughout ESCO projects.

A deductive research methodology was applied based on the first ten ESCO projects in Danish municipalities between 2008 and 2012.

A model of FM roles in FM public innovation is proposed. The internal FM unit coordinates between clients and end users by acting as translator and demonstrator and collaborates with the ESCO company to implement the energy renovation (FM processor).

The data were collected from a limited sample of ESCO collaborations in Denmark. Future research should thus investigate collaborative innovation in ESCO (and other forms of private–public) collaborations outside of Denmark.

Not only should FM units clarify what different stakeholders expect from an ESCO collaboration, but also they should translate stakeholders’ expectations into actual goals and objectives; process them together with the ESCO company; demonstrate their execution to all stakeholders throughout the process, not just when closing the collaboration.

This paper contributes to FM innovation research by exploring FM innovation in the public sector and by depicting the coordinating role of local governments’ internal FM units engaging in public–private collaborative innovation.