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The aim of this study is to provide insights into how the purchasing function can increase the maturity of smart maintenance management (SMM) in construction clients by (1) assessing current SMM maturity and (2) developing an adapted service triad for purchasing's meaningful involvement in SMM.

A multiple case research design was used, and data were collected from four higher education institutes in the Netherlands through an assessment of their current SMM maturity. Coding and a cross-case analysis were used to qualitatively analyze the data to identify roles and value chain integration factors as intermediate steps in adapting the service triad to a service hexad.

Within construction client organizations, collaboration between maintenance management, project management and ICT services requires improvement. The proposed service hexad redefines the client's SMM roles with the aim of improving collaboration. The authors discuss how this enables a transition to higher levels of SMM maturity.

The findings were derived from a particular class of construction clients: higher education institutes that operate owner-occupied properties. Although the service hexad could be adapted, to owner-occupied multi-user properties, further research is necessary to assess its relevance for investor-owned properties.

Implementing the service hexad provides construction clients with a stronger position in supply networks. It clarifies the briefing process in construction management and emphasizes the data supply responsibilities of construction management professionals.

The study draws on the service triads and meaningful involvement concepts from the purchasing literature and applies them to SMM.

Complex projects require careful management. They may expose stakeholders to greater risks and place additional demands upon resources. In the initial stages of project development, however, little may be known about the nature and magnitude of such complexity. This paper aims to ensure that this gap is at least subjectively assessed and addressed.

Research, using focus group workshops with a convenience sample of construction professionals, was carried out to test the validity of a Project Early Stage Complexity Assessment Tool (PESCAT). The PESCAT concept brings together selected complexity theories and uses subjectively based measures for assessment.

The findings confirm that an early-stage project complexity assessment tool is practicable and can contribute to project management practice in the construction industry. It should be applied by individual project stakeholders using small teams of experienced staff. PESCAT explores project complexity through “filter” sets of perspective factors which should be customised to reflect the stakeholder’s role and processes in a project.

In the initial complexity assessment model, resolution space and uncertainty were tested as project complexity parameters. However, in subsequent versions of the tool, four measures (differentiation and differentiation uncertainty; interdependency and interdependency uncertainty) are used in an innovative way that focuses users’ attention more clearly and points to a more targeted approach for addressing project complexity. The value of our model lies in its practical application and the project management benefits it can deliver.

While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights into the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.

A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.

The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared with intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.

The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.

Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.

Building information modelling (BIM) is increasingly being adopted during construction projects. Design and construction practices are adjusting to the new system. BIM is intended to support the entire project life-cycle: the design and construction phases, and also facility management (FM). However, BIM-enabled FM remains in its infancy and has not yet reached its full potential. The purpose of this paper is to identify major aspects of BIM in order to derive a fully BIM-enabled FM process.

In total, 207 papers were classified into main and subordinate research areas for quantitative analysis. These findings were then used to conceptualise a BIM-enabled FM framework grounded by innovation diffusion theory for adoption, and for determining the path of future research.

Through an extensive literature review, the paper summarises many benefits and challenges. Major aspects of BIM are identified in order to describe a BIM-enabled FM implementation process grounded by innovation diffusion theory. The major research areas of the proposed framework include: planning and guidelines; value realisation; internal leadership and knowledge; procurement; FM; specific application areas; data capture techniques; data integration; knowledge management; and legal and policy impact. Each element is detailed and is supported by literature. Finally, gaps are highlighted for investigation in future research.

This paper systematically classifies and evaluates the existing research, thus contributing to the achievement of the ultimate vision of BIM-enabled FM. The proposed framework informs facility managers, and the BIM-enabled FM implementation process. Further, the holistic survey identifies gaps in the body of knowledge, revealing avenues for future research.

The purpose of this paper is to inform project management practice on the business benefits of building information modelling (BIM) adoption.

BIM needs to compete against well‐ingrained methods to deliver projects in a fragmented and rather traditional industry. This paper investigates 47 value propositions for the adoption of BIM under a multiple case study investigation carried out in Australia and Hong Kong. The selected case study projects included a range of public (1) and private (4) sector building developments of small and large‐scale. Findings are coded, interpreted and synthesised in order to identify the challenges and business drivers, and the paper focuses mainly on challenges and benefits for architectural and engineering consultants, contractors and steel fabricators. As a condition for the selection criteria all case studies had to be collaborating by sharing BIM data between two or more consultants/stakeholders. As practices cannot afford to ignore BIM, this paper aims to identify those immediate business drivers as to provoke debate amongst the professional and academic community.

Shared understanding on business drivers to adopt BIM for managing the design and construction process of building projects raging from small commercial to high‐rise.

The originality of the research reported in this paper is that it breaks from a proliferating series of articles on BIM as industry “aspiration” and as a “marketing” statement. The elicited drivers for BIM underwent industry, academic and peer validation.