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The purpose of this study is to ensure productive, robust and sustainable production systems and realise digitalised manufacturing trough implementation of Smart Maintenance – “an organizational design for managing maintenance of manufacturing plants in environments with pervasive digital technologies”. This paper aims to support industry practitioners in selecting performance indicators (PIs) to measure the effects of Smart Maintenance, and thus facilitate its implementation.

Intercoder reliability and negotiated agreement were used to analyse 170 maintenance PIs. The PIs were structurally categorised according to the anticipated effects of Smart Maintenance.

Companies need to revise their set of PIs when changing manufacturing and/or maintenance strategy (e.g. reshape the maintenance organisation towards Smart Maintenance). This paper suggests 13 categories of PIs to facilitate the selection of PIs for Smart Maintenance. The categories are based on 170 PIs, which were analysed according to the anticipated effects of Smart Maintenance.

The 13 suggested categories bring clarity to the measuring potential of the PIs and their relation to the Smart Maintenance concept. Thereby, this paper serves as a guide for industry practitioners to select PIs for measuring the effects of Smart Maintenance.

This is the first study evaluating how maintenance PIs measure the anticipated effects of maintenance in digitalised manufacturing. The methods intercoder reliability and negotiated agreement were used to ensure the trustworthiness of the categorisation of PIs. Such methods are rare in maintenance research.

Technological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many industrial companies lack a clear strategy for maintenance in digitalized manufacturing. The purpose of this paper is to facilitate the implementation of maintenance in digitalized manufacturing by proposing a strategy development process for the Smart Maintenance concept.

This study is designed as a multiple-case study, where the strategy development in three industrial cases is analyzed. Several methods were used to collect data on the case companies' development of smart maintenance strategies. The data were analyzed with an inductive approach.

A process of strategy development for smart maintenance is proposed, including six steps: benchmarking, setting clear goals, setting strategic priority, planning key activities, elevating implementation and follow-up.

The proposed process provides industry practitioners with a step-by-step guide for the development of a clear smart maintenance strategy, based on the current state of their maintenance organization. This creates employee engagement and is a new way of developing maintenance strategies.

Maintenance strategies are traditionally regarded as a selection of corrective/reactive and preventive maintenance actions using a top-down approach. By contrast, the proposed process is starting from the current state of the maintenance organization and allows a mixture of top-down and bottom-up approaches, supporting organizational development. This is a rare perspective of maintenance strategies and will make maintenance organizations ready for the demands of digitalized manufacturing.

This study describes how maintenance capability should be created during the design and construction phases of construction projects. Purpose of the abstract to define the elements for creating the maintenance capability and the process to be used in construction life cycle projects for buildings.

An inductive and qualitative research method was used to construct the proposed process based on the literature and 18 interviews in two large construction companies.

The results indicate that the maintenance phase is usually overlooked during the design and construction phases, and capabilities are not systematically built. In particular, processes are lacking in data management, causing severe problems in maintenance.

This study presents a process including key requirements and activities for creating maintenance capability in conjunction with the design and construction phases, which is novel to the literature. The validated process can be adapted based on the needs of the construction company.

As part of an evaluation of the nationally mandated Child and Adolescent Mental Health Services (CAMHS) “transformation” in one foundation NHS trust, the authors explored the experiences of mental health staff involved in the transformation.

The authors employed a qualitative methodology and followed an ethnographic approach. This included observation of mental health staff involved in the transformation and informal interviews (80 h). The authors also undertook semi-structured interviews with key staff members (n = 16). Data were analysed thematically.

The findings fall into three thematic areas around the transformation, namely (1) rationale; (2) implementation; and (3) maintenance. Staff members were supportive of the rationale for the changes, but implementation was affected by perceived poor communication, resulting in experiences of unpreparedness and de-stabilisation. Staff members lacked time to set up the necessary processes, meaning that changes were not always implemented smoothly. Recruiting and retaining the right staff, a consistent challenge throughout the transformation, was crucial for maintaining the service changes.

There is little published on the perceptions and experiences of mental health workforces around the CAMHS transformations across the UK. This paper presents the perceptions of mental health staff, whose organisation underwent significant “transformational” change. Staff demonstrated considerable resilience in the change process, but better recognition of their needs might have improved retention and satisfaction. Time for planning and training would enable staff members to better develop the processes and resources necessary in the context of significant service change. Developing ways for services to compare changes they are implementing and sharing good practice around implementation with each other are also vital.

This study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities.

In total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran.

Partial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance.

These findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce.

The findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors.

The paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.

This paper aims to present a dual-perspective framework for maintenance service delivery that should be used by manufacturing companies to structure and manage their maintenance service delivery process, using aggregated historical and real-time data to improve operational decision-making. The framework, built for continuous improvement, allows the exploitation of maintenance data to improve the knowledge of service processes and machines.

The Dual-perspective, data-based decision-making process for maintenance delivery (D3M) framework development and test followed a qualitative approach based on literature reviews and semi-structured interviews. The pool of companies interviewed was expanded from the development to the test stage to increase its applicability and present additional perspectives.

The interviews confirmed that manufacturing companies are interested in exploiting the data generated in the use phase to improve operational decision-making in maintenance service delivery. Feedback to improve the framework methods and tools was collected, as well as suggestions for the introduction of new ones according to the companies' necessities.

The paper presents a novel framework addressing the data-based decision-making process for maintenance service delivery. The D3M framework can be used by manufacturing companies to structure their maintenance service delivery process and improve their knowledge of machines and service processes.