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The purpose of this paper is to analyse how the espousing of customer relations has evolved over time in the real estate sector. Has a shift occured within the Swedish real estate sector from product thinking towards customer thinking?

The research is based on an analysis of 25 commercial real estate companies' annual reports from the last five years. The annual reports are analysed through text analysis using the theoretical framework of Mintzberg's five Ps.

The Swedish real estate sector has in general made the shift from product orientation to customer orientation. There was, however, no significant change during the last five years and most of the companies espoused customer orientation already in 2004. The study implies that it is not sufficient to categorise the companies between product or customer oriented. Instead four categories are suggested: product, customer, project, and financial orientated. Customer orientation, as measured here, was higher in listed companies and in larger companies.

The research in this paper is limited to the Swedish real estate sector.

The paper shows the espoused values regarding customer relations of the commercial real estate companies that can be found in their annual reports. As the annual reports are a marketing instrument it should reflect the senior management's core values. By highlighting how the top management's core values regarding customer relations are espoused an understanding for the sector is built up.

The purpose of this paper is to explore how corporate real estate (CRE) managers of higher education institutions formulate their CRE strategies and CRE operating decisions to align CRE with the corporate strategies of these institutions.

An analytical alignment framework has been developed, which was used to study the possible and actual connections between CRE management and corporate management at 13 large Dutch Universities of Applied Sciences. The data collection included a content analysis of the strategic plans of these universities and interviews with the CRE managers.

The research findings show several layers of how CRE managers aim to align CRE with corporate goals to add value to the organization. It appears that the CRE strategies in-use are more clearly aligned with the corporate strategies than with the espoused CRE strategies.

The paper emphasizes the relevance of involving CRE management in corporate decision-making to contribute to the attainment of the organizational objectives with an efficient and effective accommodation.

Substantial changes in learning and teaching practices in higher education lead to evolving corporate strategies, which result in the need for aligned CRE strategies and CRE operating decisions. This paper makes practitioners and researchers aware of the differences between alignment-based espoused CRE strategies and alignment that results from CRE strategies in-use in the field of higher education. The findings and insights might be applicable in other sectors as well.

The purpose of this paper is to focus on the different rationales for devolving people management responsibilities to the line and examine their consequences for the HR function and HR’s interactions with line managers and employees.

A model was developed and tested that describes how the rationale for devolving people management to the line influences the HR function, HR’s interactions with line managers and the quality of people management. Survey data were collected from 446 managers who reported that their organisations had devolved people management to the line.

Results indicate that devolution rationales are associated with distinct changes to the HR function’s strategic integration and size. These changes in the HR function are in turn associated with utilisation of line manager focused HR practices, HR’s business partner orientation and people management effectiveness.

The HR function should consider changes that refine job descriptions to include a clear statement of people management responsibilities, ensure performance appraisals incorporate an assessment of people management effectiveness and prioritise line manager training and rewards in an environment where line managers may be less than enthusiastic about their newly acquired people management responsibilities.

The study contributes to the devolution literature by outlining how the effects of devolution are tied to the rationale underlying devolution efforts. It suggests that the tendency to conceptualise devolution without reference to the reason why it is pursued may be contributing to the controversy over its consequences.

Performance of the maintenance function is typically measured for operational control purposes. Since maintenance also has a strategic dimension, its performance measurement system should be linked to the espoused strategy of the function in order to get the maximum impact. This paper presents a structured approach to managing maintenance performance developed from this premise. The measurement system features a balanced scorecard (BSC) composed of key performance indicators (KPIs). The BSC is used to inform employees of the strategy pursued by the maintenance function, and to track the effectiveness of action plans in meeting the strategic objectives. The various steps involved in the process are also discussed.

The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research program led to the development and evaluation of the Strategic Fitness Process (SFP) – a platform by which senior leaders, with the help of consultants, can have an honest, collective, and public conversation about their organization's alignment with espoused strategy and values. The research has identified a syndrome of six silent barriers to effectiveness and a dynamic theory of organizational effectiveness. Empirical evidence from the 20-year study demonstrates that SFP always enables truth to speak to power safely, and in a majority of cases enables senior teams to transform silent barriers into strengths, realign their organization's design and strategic management process with strategy and values, and in a few cases employ SFP as an ongoing learning and governance process. Implications for organization and leadership development and corporate governance are discussed.

Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their “espoused” and “existing” organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how we attempt to translate the theory into personal mental models for those involved in the change process. Next, we describe an action‐oriented process we call “walkies and talkies” used for analyzing what Schein refers to as artifacts and espoused values. Finally, we present a range of change initiatives that may be used if the culture analysis reveals any misalignments – “tune‐ups” are actions that can be taken during the analysis or immediately thereafter. “Re‐builds” are intermediate actions that take one to six months to complete. “Replacements” are longer‐term interventions requiring significant investments of time and resources, and represent change at its deepest level.

The overall aim of this research is to investigate how aspects of organizational culture enable or constrain the facilitation of learning in the workplace.

A qualitative design was used involving 100 semi‐structured interviews conducted with air traffic controllers operating in three centers in Australia. The data were analyzed using a phenomenological approach in an attempt to uncover the lived experience of those interviewed.

The study illustrates how elements of organizational culture evidenced in collectively held values and beliefs mediated the approaches used by on‐the‐job‐training instructors. Three collectively held values and beliefs were identified: belief in ability; the value of performance in demonstrating ability; and the need to exude confidence. The degree to which instructors espoused these beliefs influences the type of instructional strategy they used. Three predominant strategies of engagement with the trainee were identified: acting on, working with, and working against the trainee.

The evidence here suggests that programs aimed at facilitating skills development for on‐the‐job‐training instructors need to focus on the existing knowledge and beliefs of those personnel and to provide opportunities for challenge and confrontation of those belief systems.

The paper contributes to a growing understanding of the socio‐cultural influences present in workplace learning and the role of stereotyping and power in enabling or constraining the learning in the workplace.

This paper seeks to examine whether the decision to outsource human resource (HR) activities and the performance of the HR department are influenced by the particular business strategy espoused by the organisation. Four distinct strategies are considered: quality‐based, proactive, breadth, and reactive.

The data for the study were obtained from survey responses from 232 organisations, of which 113 were engaged in HR outsourcing.

The findings suggest that there is a significant relationship between organisations with proactive strategies and the decision to outsource both traditional and transactional HR functions. Breadth strategies demonstrate a negative significant relationship with outsourcing of traditional functions. Outsourcing of both functions has a significant relationship with HR performance – traditional with a positive impact and transactional with a negative impact.

The paper focuses on the perceptions, knowledge and experience of senior HR managers. Therefore there are understandable limitations in respect of generalisation. In addition, the impact of HR outsourcing on the performance of the HR department focuses only on the reduction of the number of HR employees from the department.

The results indicate that HR outsourcing has the potential to empower HR managers, allowing them to focus on strategic activities that add more value to their organisation. Also, the results show that HR reduces actual HR labour costs.

The study applies to a very under‐researched area.

Reports research conducted in 1991 among Chief Executive Officers (CEOs) of advertising agencies, banks, airlines and large tourist companies in Melbourne in order to canvass their opinions on good management practices. The principles of a generative research strategy were adhered to and a free response questionnaire was administered to the target population. The aim of the study was to capture the views of CEOs directly involved. CEOs considered leadership, human resource management, financial acumen, experience, creative and visionary thinking and good communication, among others, to be fundamental factors of proficient management in a service organization. Despite using a generative strategy, these espoused practices are

This paper aims to consider the problem of public procurement's contribution in moving from the current global economic downturn and accelerating the economic recovery.

A literature review is used to establish perceived local government procurement best practice. Secondary research is then drawn upon to establish local government procurement's response to the current economic recession. The paper is set within the context of English local government. The paper's contribution is in highlighting that perceived best public procurement practice may well, in the short‐term, be inappropriate and perhaps delay economic recovery. Suggestions for more radical short‐term procurement strategic interventions are set out and justified as accelerating the economic recovery. The suggestions are considered appropriate, not only for the current crisis, but also for future economic downturns or indeed any country facing such a situation.

The analysis suggests that English local government procurement strategy generally remains unaltered from that adopted prior to the economic recession. It is then argued that current best practice may well hinder an economic recovery and a short‐term shift in procurement strategy is required.

The economic recession is a current phenomenon and the secondary research could well suffer from self‐selection bias, nevertheless the review of current policy documents suggests that a short‐term shift in procurement strategy is justified.

The paper identifies the weaknesses in current procurement strategy prior to setting out a short‐term alternative procurement strategy that could help public procurement managers accelerate a viable economic recovery.

The current global economic downturn represents a major challenge to public sector organisations, yet there remains an assumption that English local government procurement strategy developed during a period of economic boom, is appropriate during the recession. This paper challenges that assumption and sets out a procurement strategy that could accelerate economic recovery. The strategy advocated can be tested and the lessons learnt utilised in other countries or during future periods of economic downturn.