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This paper is a continuing exploration into facilities management (FM) strategy through the arrangement of its decision choices. The purpose of this paper is to identify the existence of FM operation strategy and to add empirical evidence to this subject to the field of FM and property management. Its main objectives are to gain insights into the arrangement of the FM strategic choices in operation and its relationship with business strategy.

The study investigated the configurations of operational approaches and activities that should reflect strategic decisions. The investigation was undertaken through a study of four reputed shopping malls located in Bangkok. The relevant data were collected through semi-structured interviews with the key FM persons of each case study, plus archival document searches, and observations of operational processes. Subsequently, the data were examined in a cross-case analysis to identify the key patterns of relationships between the FM operational arrangements and the business strategy of the mall.

This study found that the functional scheme of FM adopted in operations was deliberately related to the needs of business strategy and the operations of the given shopping mall. A range of strategic choices for FM operations was also found. Certain choices are shared among the case studies, while their arrangements varied according to the particular business strategy and context.

The number of case studies was rather limited, while the results were predominantly involved with a single type of facility.

The study identified the pattern of strategic choices entailed in the FM operations in shopping malls. The findings add to the understanding on FM strategy by widening the perspectives about the strategic choices of FM operations and how they are connected with the business strategy and operation model of retail estate. It adds empirical evidence and case studies regarding FM operations and its strategic features.

The purpose of this paper is to investigate strategy adopted in facility management (FM) and to introduce a framework of studying FM strategy.

The research reported in this paper adopted case study approach. In total, five case studies of FM practices of leading banks in Thailand were chosen. The key data and information were collected by using semi‐structured interview method supplemented by relevant documents. This study examined the FM practices profile, scope and operational programs by using a literature‐based analytical framework of FM strategy content.

Four types of FM strategy were identified based on key value intent that FM attempts to deliver to its organisation: business value focused, workplace focused, facility performance focused and facility cost focused. Each strategy represents a particular domain focus of FM practice, determined to support the organisation's core operations. The paper discusses two levels of strategy concerning FM.

The key findings of this research offer both practitioners and academic insights of FM strategies implemented in practices. However, the findings were derived from a rather small number of case studies and a certain industry.

The paper presents empirical evidence of FM strategy, which has been rare. To academics, it introduces a means and framework for FM strategy research.

Examines the outsourced facilities management operations at the Rank Xerox Technical Centre ‐ the flagship European Research and Development Centre for the Document Company, providing expertise in document processing to 129 countries worldwide. Demonstrates the proactive role taken by the FM company, CBX Ltd, in developing FM strategies and operations which support RX business objectives at this prestigious site. Details the parameters around which successful FM is implemented and measured. Provides performance indicators to assess the approach against benchmark levels in key FM categories.

This paper aims to identify crisis leadership competencies in the facility management (FM) sector in Thailand.

The Delphi technique was used in three rounds of opinion evaluation from 24 Thai FM experts, based on which a large-scale questionnaire survey instrument was developed and administered. Of the 350 questionnaires distributed, 290 usable questionnaires were obtained (82.85 per cent response rate). Factor analysis was used to reveal important leadership competencies for managing facilities in crisis situations.

The Delphi technique identified 32 potential FM crisis leadership competencies. Of these, principal component analysis revealed 29 significant competencies. These competencies were grouped, using factor loadings, into five different competencies: emergency preparedness; crisis communication; emotional intelligence; leadership skills; and problem-solving. Emergency preparedness was found to be the most important leadership competency in FM crisis management.

This study is limited to the experiences of FM experts in Thailand. Its empirical results can help human resource managers to develop appropriate training programs and policies for FM practitioners, as well as to help junior FM practitioners develop competencies essential for leaders in the FM sector.

This is a novel empirical study of leadership competencies in a growing business sector in Thailand (FM) and possibly other countries in the Asian region. Leaders in FM can benefit from recognizing the leadership competencies that are critical during crisis management.

This study aims to improve the use of digitalization in facilities management (FM) for shopping complex facilities in the post-COVID-19 era. The resumption of economic activities, especially in shopping complexes, poses challenges for FM with throngs of shoppers. To tackle these challenges, enhanced and innovative FM practices are necessary.

The study used a qualitative research approach, incorporating case studies, interviews, observations and documentation. It focused on super-regional shopping complexes in the Klang Valley, Malaysia, selecting two complexes for qualitative data collection. Supplementary data were gathered from various sources, including government policy publications, websites, books, journal papers and archival records.

The research provides valuable insights into FM innovations and the application of FM digitalization in shopping complexes after the COVID-19 pandemic. It also addresses challenges faced by FM teams during this period. Recommendations for implementing FM digitalization in super-regional shopping complexes post-COVID-19 include developing skilled personnel, defining appropriate work scopes, strategies and policies, using cost-effective software, and increasing occupant awareness. The involvement of outsourced service providers is advised, emphasizing their understanding of the organization’s business model and innovative approaches.

The findings offer new perspectives on the characteristics of FM digitalization in the commercial sector during business disruptions caused by the pandemic. The proposed strategies are grounded in real industry implementations, aiming to enhance the FM digitalization approach for improved business performance.

This paper aims to identify typical sourcing strategies and business models in facilities management (FM) and map archetypes of value chains with complementary sourcing strategies and value chains.

The paper is based on literature and case studies from previous research. Theoretically, the paper takes a generic value chain as a starting point together with the recent ISO standard on sourcing process and a business model framework. A conceptual framework is developed and typical sourcing strategies and business models for FM are investigated. Archetypical value chains are established by a combination of sourcing strategies and business models.

The paper identifies eight archetypes of FM value chains divided in three groups according to whether the core business organisation occupies rented facilities and owned facilities or has facilities operation as a core business like serviced office providers, etc.

The results can be used on a general level by everybody who need to get an overview and understanding of the complex structure of the FM sector. Furthermore, the results can help all parties involved in the FM value chain to get a clearer understanding of their position in the chain and help them develop their sourcing strategies and/or business model, depending on their type of organisation.

While there is a huge amount of literature on sourcing in FM, there has only been limited research on business models and value chains in FM. The paper is original in combining an investigation of sourcing strategies, business models and value chains in FM.

This paper aims to examine the strategy, selection and perception of facility management (FM) services and the effect it may have on perceived building quality.

Data was collected through a survey distributed to board members of cooperatives for newly constructed buildings in Sweden. Responses from 394 cooperative boards were included in the data set and analysed. The difference in cooperative choice of FM strategy and satisfaction with FM services was examined with non-parametrical Kruskal–Wallis tests and the effect of FM strategy and satisfaction with FM services on perceived building quality was examined with a one-way analysis of variance (ANOVA) test.

The results suggest information asymmetry and indicate urgent need for an objective accreditation system for FM services, which will inform and assist housing owners in the FM selection process. The study validates the hypothesis that facilities management strategies applied by housing cooperatives have a significant effect on perception of building quality.

The findings will assist developers, facility and property managers to understand the needs and services valued by the housing cooperative. The findings highlight the information asymmetry, restricted techniques and weak signalling methods among FM services, and advocates promoting an objective accreditation system for FM services.

The study contributes to the discussion on the concept of building quality and the results presented provide a better understanding of facilities management strategy on perception of building quality.

Facilities management (FM) as a strategic management tool has been an attractive research topic among scholars and practitioners alike for decades. The primary purpose of this paper is threefold: to assess the extent of use of FM roles (strategic, tactical and operational); to examine user satisfaction of service quality performance; and to analyse the influence of FM roles on service quality performance using data from Nigeria’s banking sector.

Relying on exploratory cross-sectional survey, 350 copies of a structured questionnaire were purposively distributed to senior management staff, bank staff, FM supervisors and bank customers in Lagos, Nigeria. One hundred and forty valid responses were returned to give a response rate of 40%. Data collected were analysed using descriptive, Spearman rank correlation and Kruskal–Wallis tests.

It was discovered that strategic facilities planning, IT planning strategy and real estate decisions are the most important FM roles at the strategic level; resource management, data control and planning change at the tactical level; and implementations, building operations and emergencies at the operation level. Findings equally revealed that visual appealing of materials associated with services (tangibles), insisting on error-free records (reliability), willing to help (responsiveness), having the knowledge to answer questions (assurance) and giving individualised attention (empathy) were the most important service quality performance indicators. Furthermore, the study revealed that strategic FM roles significantly influenced tangibles, reliability and responsiveness of staff and the services. Besides, tactical FM roles significantly influenced all service quality indicators except assurance, while operational FM roles had significant influence on tangibles, responsiveness and empathy.

To the best of the author’s knowledge, this study has provided first ever insight into the extent of FM strategic roles in the banking sector and influence of FM roles on service quality performance.

The purpose of this paper is to address a fundamental question that all facility directors and senior managers face. How should facility management support arrangements be positioned and repositioned to meet the needs and expectations of an organisation, its staff and customers, as priorities shift and business circumstances change?

Case studies were undertaken to investigate the precise nature and reasons for change to FM support arrangements, across a variety of organisational types and sectors. Data were collected through document searches, semi‐structured interviews, direct observations and supplementary questionnaires and follow‐up discussions. Field trials of this prototype framework were conducted to obtain expert opinions, comments, criticisms and suggestions for improvement, employing a methodology similar to that used in clinical trials for new medical procedures.

The main findings from the investigations cover the nature and purpose of change in FM and the key factors that were involved. A number of major opportunities for innovative developments in the facility management field were uncovered, together with five key areas for further research, through which to advance the role and remit of facility management generally.

The research here has produced a generic decision framework for positioning and repositioning FM support arrangements. This framework will enable facility managers to adopt a more secure approach for collecting essential information, identifying key issues and options, and should encourage a more rigorous and critical examination of alternative FM arrangements prior to implementation.

The purpose of this paper is to describe a case study of SPICE FM implementation in the Facilities Directorate of a major UK hospital. SPICE FM is a process improvement framework for FM organisations, which was developed through university research in the UK. SPICE FM identified strengths and weaknesses of the facilities operation and provides specific guidelines for organisational improvements.

The study was limited to four areas of operations, namely: catering; estates; domestics and portering. A brief organisational strategy is developed, through document review, semi‐structured interviews and a small workshop. A vertical section of staff in the Facilities Directorate participated in the case study to determine the operational capabilities of the organisation. The staff ranged from Director of Facilities to line employees. The managers partook in semi‐structured interviews, while the employees participated in workshops.

The case study highlights some of the operational deficiencies in the organisation, such as health and safety management, and risk management. It identifies specifically how these processes can be improved, and which improvements are effectively linked to strategy.

The paper only focuses on level 2 of the SPICE FM framework. Level 3 has not been researched yet. Also the SPICE FM approach must be linked to other major organisational development tools, such as EFQM, IIP and ISO.

A very useful approach in linking strategy with operational process improvements.

This case study puts the SPICE FM organisational learning framework in context. Previous papers have not reported on any major case studies, in order to demonstrates how the framework can be implemented.