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This paper aims to underpin the importance of the availability (or absence) of campus management information (CMI) in supporting universities’ goals.

Four perspectives of campus management were used to develop a structured survey enquiring campus managers about universities’ goals, finances, users and spaces. Its descriptive analysis distinguishes two domains: campus strategy and CMI.

A total of 14 participant universities in nine countries provided substantial data, increasing the available CMI in each of the four perspectives compared with previous research. Three goal-related patterns driving the strategies of universities and their campuses were identified across competitive, social, economic and environmental performance aspects. Accordingly, particular CMI is discussed.

The paper’s overarching approach in four perspectives challenged the collection of data, which needed to be retrieved from different departments in the organisation, with different domains (human resources, finance, facilities and organisational strategy), lingo and accountability cultures.

These findings improve the current understanding of university campuses as strategic resources enabling a variety of university goals and missions in today’s knowledge-based economy, society and cities. Moreover, the authors discuss that a more structural approach to collecting CMI may benefit universities to identify critical aspects of campus management supporting their strategies from which performance indicators can be derived and shared among campus managers with similar strategies to make better future decisions.

This study aims to analyze the alignment between sustainable performance and sustainability planning in higher education, proposing a strategic map that integrates planning with the implementation of performance actions and sustainable performance on campuses.

The literature review development addresses sustainability in higher education institutions (HEIs). Data collection took place in two ways, documentary, through the analysis of documents and through an open interview, guided by a script with 13 questions. For data interpretation, the content analysis technique was applied.

To achieve the objective of this work, this study proposed a sustainable performance strategic map for better management of the university’s green strategies, based on three dimensions: internal processes, educational and sustainable performance.

This study’s main contribution was to propose a sustainable performance strategic map as a strategic management system aimed at HEIs to accelerate the promotion of sustainability in these organizations.

This study seeks to propose the implementation strategies for energy sustainability on a Malaysian university campus.

The paper describes five proposed implementation strategies for Malaysian Universities to contribute to a sustainable energy future and to realise a sustainable university, namely: gaining top management commitment, raising energy awareness, providing energy education, developing energy conservation behaviour and developing a sustainable campus implementation blueprint.

Over the years, numerous global energy issues have been identified, which include fluctuation of world energy prices, uncertainty of future energy supplies and environmental degradation. All these problems are threatening global movement towards a sustainable energy future. Immediate action should be taken by everyone in order to secure a sustainable energy future for the next generation. Malaysian universities, which are composed of hundreds of building blocks equipped with massive facilities, present enormous opportunities to contribute to a sustainable energy future, through reduction of their overall energy consumption.

The proposed implementation strategies are set in the Malaysian context. These strategies detail the crucial aspect towards an energy efficient campus especially in Malaysian universities. It is recommended in future studies to benchmark other countries in this research.

The study provides an overview of the important strategies for energy sustainability on a Malaysian university campus.

This paper aims to model the relationship between innovation and real estate, providing campus managers with a tool that illustrates how campus development stimulates innovation and that guides them to add value to their organisations.

The authors review previous research and build theory from the study of two cases. They shape a hypothesis by linking various theoretical concepts and by verifying it with empirical data to finally model how campus development stimulates innovation.

Findings suggest that campus development facilitates five conditions required to stimulate innovation through decisions and interventions over long-term periods. These findings acknowledge that location is key to explain campus development as a catalyst for innovation. In addition, this paper identifies potential issues in decision-making processes that can inhibit the facilitating role of real estate in innovation.

A framework clarifying the path to stimulate innovation through real estate will allow campus managers to steer their real estate strategies in line with this specific organisational goal and to better communicate how their decisions add value to their organisations.

Findings advocate a more effective and efficient resource allocation for campus development in and around cities.

Until now, studies on stimulating innovation through real estate have focussed on workplace level. A core theoretical contribution of this paper is enlarging the application scope of CREM theories to the urban level involving multiple organisations.

For the corporate real estate (CRE) executive who has the opportunity to plan a campus, this paper presents guidelines to ensure that campus workplace solutions are aligned not only with corporate objectives but with the corporate culture as well. The paper draws on a variety of corporate campus solutions and emphasises the importance of understanding the role of CRE in supporting the company’s unique culture and in enabling change to that culture.

The purpose of this study is to use the optimization modeling method to explore whether there is an ideal arrangement of course enrollments that can yield optimal parking demand and supply on college campuses.

Using the University of Louisville as a case study, this study deploys a three-step analytical process to examine the correlation between parking demand and course enrollment, estimate parking demand based on course enrollment with regression analyses and embed this estimated relationship in an optimization model that minimizes on-campus parking demand and supply.

The correlation analyses suggest significant correlations between course enrollments and on-campus parking. The correlation patterns are different between students and university employees. The optimization results indicate that coupling parking supply and course scheduling decisions can reduce parking supply by 30%.

Voluminous studies on sustainable campus transportation have focused on transportation demand management strategies. The relationship between course-scheduling and parking demand was not explicitly accounted for in most studies. This study's results reveal that parking demand on campus depends on the number of courses offered across time. Thus, factoring and optimizing course schedules in campus parking decisions remains a viable and essential option to reduce on-campus parking demand.

This paper aims to detail the design of a campus climate change strategy, transport strategy and paper reduction strategy at the University of Technology, Sydney (Australia).

The approach to strategy development used desktop research and staff/student consultation to inform the development of objectives, targets and actions for each strategy. The strengths and weaknesses of the governance structures for strategy design and implementation are also discussed.

A selection of targets are given here, with further details of objectives and actions in the main text. Climate change: reduce emissions by 11 percent by 2012/2013, 30 percent by 2020. Transport: double the proportion of staff/student commuting trips by walking and cycling to 35 percent by 2011. Paper reduction: by 2011, decrease paper purchased by 20 percent and increasing recycled paper use to 30 percent. The momentum generated by the strategy development shows that it can play a significant role in creating a more sustainable university.

Practical guidance for universities and organisations undergoing organisational change for sustainability is given with a focus on: how to engage with staff and students to develop shared aspirations and reflect these in tangible objectives, targets and actions; and, how to evolve organisational structures to implement strategies and create a sustainable higher education institution.

The value of this work lies in the frank reflections on the processes used to engage stakeholders and develop the strategies as well as with the tangible targets and actions presented which will be of interest for other universities seeking to benchmark their own activities.

The purpose of this paper is to design a community‐based social marketing (CBSM) campaign to foster sustainable behavior change in paper reduction, commingled recycling, and purchasing environmentally preferred products (EPP) with faculty and staff at Pacific University Oregon.

A CBSM campaign was developed after a nine month pilot study. A six‐month mixed methods research approach used pre‐postsurveys, office supply purchasing reports, a recycling study, and a waste audit. The CBSM campaign strategies used were prompts, communication, incentives, commitment, convenience, norms and social diffusion.

The campaign titled, Greening Pacific! successfully identified and ranked key barriers to paper reduction, recycling and purchasing environmentally preferable products and developed CBSM tools and materials that were instrumental in affecting change. The CBSM campaign strategies and materials that were effective include recycling and paper reduction prompts, a sustainable office pledge, initiating a green team and training staff leaders, and deskside recycling box distribution. An increase in campus‐wide purchasing of recycled content paper and EPP was found. Post‐survey results found that 74 percent of staff and faculty changed their behavior because of the CBSM campaign.

The study could have benefited from a longer data collection period.

Establishing aspects of green office practices on campuses can have significant impacts on purchasing EPP, waste reduction, energy and cost savings, and reducing the use of toxic chemicals. CBSM is a valuable framework for fostering behavior change.

Community‐based social marketing provides higher education institutions and other organizations with an effective model to foster environmental change in a targeted and community‐oriented way.

The study aims to identify the evoked “sense of place” that the campus community attributes to a watershed area in a Malaysian higher institution, aiming to enhance their participation in watershed conservation. Central to this objective is the incorporation of the concept of a watershed as a place, serving as the conceptual framework for analysis.

This case study explores an urban lake at Universiti Malaya, Malaysia’s oldest higher institution. It uses diverse qualitative data, including document analysis, semi-structured interviews, vox-pop interviews and a co-production workshop, to generate place-based narratives reflecting the meanings and values that staff and students associate with the watershed. Thematic analysis is then applied for further examination.

The data patterns reveal shared sense of place responses on: campus as a historic place, student, staff and campus identity, in-place learning experiences and interweaving of community well-being and watershed health. Recommendations advocate translating these narratives into campus sustainability communication through empirical findings and continuous co-production of knowledge and strategies with the campus community.

The research findings play a critical role in influencing sustainable campus planning and community inclusion by integrating place-based frameworks into sustainable development and watershed management. The study recommends the process of identifying place-based narratives with implications for the development of sustainability communication in a campus environment.

This paper contributes both conceptually and empirically to the sustainable management of a campus watershed area through place-based thinking. It outlines a process for enhancing campus sustainability communication strategies.

Across the African continent many colleges and universities are facing hurdles in sustaining green building initiatives. Often the barriers to green building are not purely financial, they include a significant number of non-financial issues directly connected with the way green building initiatives are integrated within the management of these higher learning institutions (HLIs). The purpose of this paper is to explore the reasons behind widespread barriers and the ways in which the barriers could be overcome through strategic project management.

The paper includes a critical review of existing literature on barriers to sustaining green building initiatives and an argument is built on the need to manage these initiatives as projects. Consequently it establishes that there is a seamless connection between HLIs strategies and projects, hence strategic project management as a framework to sustain the green campus culture.

Despite numerous barriers facing African HLIs in embracing green campus buildings (GCBs) as part of their permanent business undertakings; this review strongly suggest a change of direction from “traditional approaches” to strategic project management, where all green building initiatives are transformed to programmes and portfolios dealing with sub-sets of the core business of HLIs.

Strategic decision to include green campus building initiatives (GCBIs) as part of HLIs core strategic business projects will bring permanence in GCB thinking and resources will be allocated to GCBIs and green campus thinking may become a norm and one of the metrics for organization success.

Strategic project as a way to creating a conducive-environment for GCBIs success will become a constant and part of the way in which African HLIs are managed.

Contemporary management approaches like strategic project management is embraced as mean for allowing under-resourced African HLIs achieving significant reduction in greenhouse gas emissions.