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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.

This study aims to assess the facilities management (FM) strategies used in multi-tenanted purpose-built office buildings (Mt-POBs) in Ghana and the drivers that influence the decision to use such strategies.

This study was conducted via a survey and key informant interviews. The survey was conducted using a questionnaire targeted at 65 multi-tenanted office building owners in the Greater Accra region. The data from the survey revealed the views of building owners on FM strategy and the extent to which 20 facility management decision drivers influenced their decisions to use a particular strategy and the responses were descriptively analysed. The key informant interviews were conducted among six leaders of the property owners’ association who use in-house FM to further understand their perspectives and decisions on using such strategy. The interviews were conducted over telephone using an interview guide and analysed using thematic analysis.

The results showed that 88% of Mt-POBs in Ghana are managed in-house. The results also showed that the decision to use the in-house strategy was driven by the innovative, strategic and cost-saving advantages associated with the in-house strategy.

This study shows the factors that drive the decision of multi-tenanted office building owners in Ghana to use the in-house strategy. The findings of this study will be useful for prospective owners of office buildings in Ghana.

There is limited empirical research that investigates issues related to strategy and its execution in facility management (FM) business especially in Thailand. Thus, the purpose of this study is to examine the factors influencing the execution of the strategy of FM companies located in Thailand from employees’ perspective.

This study used a qualitative research approach. Five FM companies, both foreign and Thai firms, were selected as case studies in this research because of information accessibility and their leading position and reputation in the FM industry in Thailand. The interviews were conducted with the companies’ Chief Executive Officers (CEOs), directors, managers, officers, engineers, technicians and administrators.

The findings indicate that communication, training and development, as well as reward and recognition, are the three main and critical factors in executing the company’s strategy from the employees’ perspective in the FM business.

This study suggests that strategy execution should be built upon a long-term relationship with employees, and company management should recognize the employees’ contribution to the company. Management should also raise employees’ knowledge and understanding of the execution of the company strategy.

This paper provides an enhanced understanding of employees’ perspective toward strategy execution in the FM business. It offers a basis for further study of human resources practices in the context of the FM business.

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.

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.

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 study aims to investigate how agile facilities management (FM) organizations were during the COVID-19 pandemic in Singapore, examine the agile strategies adopted and extracted lessons learnt for managing facilities in future pandemics.

Data were collected using a questionnaire coupled with in-depth interviews with FM professionals.

The FM sector experienced significant challenges such as increased operating cost and shortage of FM staff. FM organizations were assessed to be agile as they overcame challenges swiftly, made rapid changes to their service offerings as the situation evolved, engaged facility owners actively and adopted strategies that were flexible and responsive. They also adopted health-centric employee care.

The research was conducted during the pandemic. The final verdict of FM organizations’ agility and the most effective practices may only be known when the COVID-19 pandemic ends.

Lessons learnt for FM to manage future pandemics were crystalized. These include reducing reliance on manpower, boosting technology adoption and personalized employee engagement.

This study added to knowledge by testing and confirming that the agility theory and its six metrics of agility comprising flexibility, velocity, responsiveness, collaboration, visibility and competence may be used by FM organizations to be agile in a crisis or disruption. Its originality is the discovery of a new construct – health-centric employee care – that is needed to further boost FM organizations’ agility performance in a pandemic. Health-centric employee care involves practices to reduce intra-staff transmission of the virus and individualized employee support to build resilience.

The purpose of this paper is to consider how a facilities management (FM) organisation can strategically manage its intellectual capital with regard to environmental management services and to suggest a conceptual strategy for determining FM intangible assets' competitiveness and performance.

This paper is based on a literature review of published work within the industry in relation to environmental issues and FM knowledge management, forming a basis for a further research paradigm.

Building on the resource‐based view of the FM organisation, the FM intellectual capital framework is referred to emphasize the significance of green strategy in its knowledge components.

This paper emphasizes the importance of FM intellectual capital in achieving overall sustainability and profitability to an organisation. However, due to limitations of experience within the FM knowledge perspective, it will take a while before significant results can be provided in proof of this.

This paper establishes an imperative approach about FM knowledge capital capability to drive a greater environmental effectiveness and to reduce liability from a pertinent environmental directive.

This paper theoretically evaluates the importance of FM intangible assets to the development of environmental management by an FM firm.

The purpose of this paper is to assess the status of the physical assets of Norwegian hospital facilities in terms of technical condition, building performance, usability and adaptability, thereby comprehending the main challenges for property management as part of facilities management (FM) within hospitals of the Norwegian Specialist Health-Care Services and permitting a discussion on a more strategic property management role.

The research is based on an action research approach using data collection from surveys, schemes and questionnaires, literature studies, documentation analysis and workshops with an active research team involvement with stakeholders. In-depth interviews were undertaken with owner representatives, property management representatives and health-care deliverers, and a GAP analysis allowed a study of the quality of property management (as part of the FM).

A severe technical backlog was documented together with a strong demand for structural upgrading, which was roughly estimated to be approximately 30-35 billion NOK in 2012 (3.75-4.4 billion euros). Improvements are necessary in all areas of FM delivery within limited economic frameworks, even though several examples of good property management (as part of FM delivery) were found. A gap exists between the general strategy concerning hospital assets and the property management role, particularly with regard to the translation of change in user needs into changed facilities. A need for an increasing professionalization of the role is pressing, turning attention from operational costs and control to potential added value. This requires a shift of focus from the property manager in order to implement visions and goals for the health-care sector, which involves several actions such as an improved communication between stakeholders and technically improved skills, thus ensuring the recruitment and capability of property management staff and improved measurement processes.

This paper give two major recommendations: first, a stronger integration of the property management role as part of the FM delivery with the executive management of the Health Authorities and Regional and Local Health Trusts; and second, a nationally coordinated strategy for the development of property management in the Specialist Health-Care Services (called Strategic FM). The authors believe that developing a pool of competencies at the national level is necessary to develop the tools, methods and standardized measurements to enable a change in the use of the terms of added value and sustainability. Ultimately, this will enhance the assets of the health sector, and this paper suggests a model that allows for this development.

This paper shows a model for property management as a strategic role in a holistic process involving all stakeholders from both the bottom up and the top down. The authors believe this process will engage the stakeholders in agreeing upon a clear vision and set of goals for the health-care service assets.

Public facilities management (FM) is in the unique position of aligning building projects and FM with the policies of sustainable development at societal level. However, sustainable facilities management (SFM) is an emergent profession, and there is a need to build a code of conduct for SFM in FM organisations. The purpose is to develop and test a workshop based concept for collective building of capabilities targeting in-house FM organisations, in particular public in-house FM organisations.

This research explores the role of public facilities managers and examines how an empowerment process can help FM employees develop collective competences for SFM. The methodologies used are literature review, and a 3–year-long action research process in the Danish local authority, Albertslund, which is internationally recognised for its innovative and green profile.

This paper describes the phenomenon of public SFM imbedded in societal steering paradigms and suggests a framework for a sustainable FM code of conduct. The suggested “Next generation SFM code of conduct” support the employees in taking a proactive strategic position in which translation between politics, strategy, tactics and daily practice becomes the basis for prioritisation and decision-making. The capabilities needed is FM knowledge (including FM know-how, understanding of technologies for sustainability and public governance); it is the FM code of conduct, and it is control of own practice to be obtained through strategies and planning, collaboration and education.

This study is based on findings in a single local authority, why the findings are primary valid for concept development to be further developed and tested. However, the local authority of Albertslund is recognised as a front runner in green FM, why this case, compare to other cases, represents a relatively mature thinking in terms of FM contribution to sustainability at societal level. When this FM organisation express a need for developing collective competences for sustainability in FM, it can be assumed that less mature FM organisations needs it even more. The findings seem relevant beyond public FM organisations.

The produced framework for a sustainable FM code of conduct is useful for educational purposes as well as for strategic decision about FM organisations collective competence profile. The use of workshops for the building of collective competences might be useful for many other organisations and not only public FM organisations.

Public FM organisations manage significant shares of existing buildings and can be a driver for societal change if they have the capabilities. This paper provides an answer to how these collective capabilities can be build within an organisational development process, through dialogue and collective reflections.

This paper is a pioneer in understanding the capabilities needed in FM organisations to take leadership in an integration of sustainability in FM processes.