Search results

The loss of heritage buildings should be avoided as they provide a tangible example of a period of life that is now gone. Adaptive re-use enables buildings to be given a second life, enabling them to live on when they may have been previously underutilized. Changing the capacity, function or performance of underutilized buildings for a different purpose, or to suit new conditions, or making use of pre-existing structural elements has become necessary to preserve heritage buildings. The purpose of this paper is to identify the critical success factors (CSF) for the adaptive re-use of heritage buildings.

Identification of CSF for adaptive re-use can provide asset owners, developers and key stakeholders with the knowledge needed to ensure a project is delivered successfully. Due to a lack of research in the area of CSF for heritage buildings, an exploratory approach was undertaken. Semi-structured interviews were undertaken with stakeholders to solicit their views as to CSFs that lead to the successful adaption of all heritage buildings that had been subjected to re-use program in Perth, Western Australia, were examined.

Four CSFs were identified: research; matching function; function; and design and minimal change. It is proffered that by addressing the CSFs issues associated with latent conditions, building layout and commercial risk and uncertainty can be addressed. Yet, the Building Code of Australia will continue to be the most significant issue for owners/developers and project teams who embrace an adaptive re-use project.

To date there has been limited research undertaken with regard to determining the CSF for heritage buildings that have been subjected to adaptive re-use. The work presented in this paper identifies the key CSFs that emerged from the stock of heritage building’s in Perth, WA. Further research is required to determine the validity of the CSFs, however, those identified provide a benchmark for further studies in this fertile area.

To provide an in-depth survey and review of innovation in library and information services (LIS) and to identify future trends in innovative research and its practical application in the field.

An in-depth review and summation of relevant literature over the last twenty years, along with an analysis and summary of the other papers in the volume.

Innovation in library and information work varies between the evolutionary and the discontinuous. A taxonomy of innovatory approaches to development and provision in the sector is provided, along with a detailed listing of the key elements of successful and not-so-successful innovative practice.

The work is dependent on existing literature rather than direct empirical work. However, because it draws together all major aspects of the topic, it has the potential to be used as a springboard for further generic studies and also specific programmes of work.

The need for innovation in LIS will be ever more pressing. The present chapter provides a necessary and rigorous overview of the necessary elements required for success in this area. It will be useful as a reference tool for intending researchers in library and information provision in a wide range of environments.

Because the chapter brings together a substantial body of information on the topic of innovation, it provides a comprehensive study of major developments and likely future trends in the field.

Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues.

This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined.

Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness.

Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.