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With the purpose of creating a forum for discussion on the scope and nature of building performance evaluation. This paper provides a definition of performance measurement from an organisational perspective, and a review of three leading industry tools for post‐occupancy evaluation that examines the gap between evaluation and measurement. The paper concludes by asking what role facilities managers might play in building performance appraisal, what barriers cost imposes on measurement of the built infrastructure, and what are the limitations regarding the methods included in the review.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Many organisations are responding to the diminishing stability of their operating environments by developing flexible methods of performing their core function. This creates demand for flexible supporting building space. While the architectural problems of providing such space have been solved for many years, its servicing remains problematic. This difficulty is manifested in the rising cost of services alterations necessitated when spaces are changed in use. The current inflexibility of services installation construction has prompted a study of reusable building services components. It is anticipated that this approach will increase services installation adaptability by reducing alteration costs. Focusing on the UK National Health Service, this paper presents a survey of trends in organisational function, their estate implications and the extent to which facilities managers can control or plan estate responses to frequent core function revision. Existing services component reuse practices are reviewed and component and process attributes conducive to disassembly and refurbishment are identified. It is concluded that, while reusable services components will achieve the required services installation adaptability, their technical feasibility and economic viability remain to be determined.

Many of the painful economies achieved on the shop floor are thrown away in the warehouse. Significant cost savings can be obtained, however, if more rigorous standards of efficiency are applied.

Proposes that facilities managers can viably utilize building services components that have been designed to be more readily reused to satisfy growing client demands for adaptable buildings. In an increasingly dynamic business environment, many organizations seeking to remain competitive have focused on performing their core function in the short‐term by shedding, among other functions, responsibility for their supporting buildings to external organizations. The growth of the facilities management support industry illustrates this trend. The increasing contribution of services installations to building complexity and value means that the greatest opportunity for facilities managers to improve their efficiency in satisfying constantly changing client space use demands lies in their management of this building element. By utilizing reusable services components, facilities managers may be able to increase the adaptability of both new and existing buildings and reduce the financial impact of change. It is concluded that a new industrial sector may emerge to support services component reuse. This sector will undertake the remanufacture (reconditioning) of such component to ensure their fitness for purpose for reuse.

IF THERE IS one thing that is troubling the Government — or should be — as it already is a prime worry to the population of Britain (and specially those immediately affected by it) it is the unacceptable level of unemployment.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.