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The application of strategic asset management in the municipal sector is of growing concern and importance. Increasingly, municipalities are faced with shrinking facility budgets while, at the same time, having to provide the most suitable properties in support of core service delivery requirements. The focus of municipal asset management is to support local decision making related to the acquisition, remediation or disposal of property. In light of the fact that local government is the closest level of government to the public, the framework for strategic asset management must be transparent and beyond reproach. This paper legitimises the application of strategic asset management in the municipal sector and proffers a unique, empirical approach to the rationalisation of property in support of service delivery.

Human resource management (HRM) theory has transitioned in recent decades towards “human capital” and “human assets” frameworks that emphasize strategic choice and “investment”, which are concepts borrowed from strategic management, accounting and economic theories. This paper aims to explore the perspectives of strategic human asset management theory, which involves strategic agility and knowledge management.

The research was based on semi‐structured interviews with 30 senior executives of multinational firms in Canada and the USA in 2009, following the global financial crisis. The qualitative findings were analyzed using the NVivo software (version 8) package.

The research findings suggest that many North American multinational firms recognize the value of this new interpretation of HRM and are attempting to implement it through “strategic human asset management” in their own firms. The paper concludes with some practical recommendations for line managers and HR professionals in their human assets management imperatives.

The generalizability of the findings is limited by the relatively small sample size and qualitative nature of the study. However, they provide some interesting implications for HR professionals who wish to transform their role into that of a strategic business partner through innovative human asset management strategies.

The paper builds on previous research by exploring the applications of the concepts of strategic human asset management, strategic agility, and knowledge management within the context of US and Canadian multinational firms.

As a result of changes in housing policy in the 1980s and 1990s, social landlords in several European countries have to manage their stock in a more commercial way. They have to anticipate market developments and formulate a strategy for the development of their stock. This kind of asset management is referred to as “strategic housing management”. Being mainly a practitioners' business, and mostly of recent date, strategic housing management lacks a sound theoretical basis. Publications of “good” practice are scarce. This paper sets up a framework for strategic housing management of social landlords. The main question addressed is: “How can social landlords develop their asset management schemes in a strategic way?” From the theory on business planning and housing management, the paper defines strategic stock management and its characteristics. The paper uses Kotler's general model for strategic business planning and illustrates how this model can be applied to social landlords with various examples from The Netherlands and approaches from front‐runners among Dutch social landlords.

The focus of the research was to provide a business perspective to the role of real estate assets in supporting the fulfilment of corporate business plans. Based on a comprehensive survey of published literature and a series of in‐depth interviews of corporate real estate/facilities managers, an integrating resource management framework was developed to model the nature of interactions between strategic business planning and operational asset management in an organisational setting. The study supports the view that research efforts aimed at improving management effectiveness of the operational real estate asset base must be channelled to provide frameworks or models that promote understanding to all parties involved in the process, from a knowledge base that aims to define better: the operational requirements of core business(es); the key real estate and facilities service attributes; and options evaluation to meet dynamic changes.

The impact of the cognitive and demographic characteristics of top management teams (TMTs) on the strategic assets acquisition performance in organizations is evaluated. The evaluation measure is relative efficiency in converting generic inputs into valuable strategic assets using data envelopment analysis. Of the 12 TMT characteristics evaluated about three were statistically significant, and four were inconclusive. The study was performed on firms in the domestic airline industry.

Strategic asset management (SAM) provides guiding principles for strategic planning, procurement, use and disposal of public sector buildings. It is proposed that the whole SAM process must incorporate the principles and practices of ecologically sustainable development (ESD) founded upon intra‐generational equity, intergenerational equity, biodiversity, precaution, true cost assessment and continuous improvement principles. The paper presents observations and interim conclusions from a research project to develop a methodology of SAM incorporating the principles and practices of ESD. The paper describes the principles of SAM and ESD, makes observations about actual and potential connections and puts forward a matrix which correlates steps in SAM processes with desired outcomes of ESD. This matrix exploits a life‐cycle assessment approach used to develop planning frameworks, useful for developing macro‐level concepts such as ecological footprints and micro‐level building performance benchmarks. It is postulated that the goal of ‘sustainable building’ must become embedded in existing processes of SAM and in any improvements to those processes. It is understood that any integrated system of SAM and ESD will use, conserve and enhance the community’s resources so that ecological processes, on which life depends, are maintained and the total quality of life, now and in the future, can be increased.

There is a clear tendency towards more business‐like approaches in the housing sectors in many European countries. The paper attempts to identify these approaches and related techniques with Dutch institutional real estate investors.

It has been investigated how real estate investors in The Netherlands decide about the physical and technical development and the tenure of their housing stock. In‐depth interviews have been held with several large real estate investors, which cover the majority of all dwellings in the sector.

Results show that investment allocations are only partly rationalised and are not in the least based on intuition. In addition, some elements of strategic asset management prove to be less common than we had expected from the commercial nature of these elements.

The research concentrates on the development of the total portfolio. In future research, individual estates can be selected for case studies, in order to assess to what extent the policies on portfolio level are carried out in practice.

The paper presents recent evidence on the state of professionalisation in the commercial housing sector.

The aim of this paper is to advocate and implement cointegration methods for the estimation of interconnectedness of service quality and customer loyalty as intangible strategic assets within management decision.

Using longitudinal time series quarterly data on loyalty and service quality, the paper uses cointegration methods to empirically estimate the weight of interconnectedness of customer loyalty and service quality as intangible strategic assets.

The research evidence suggests that customer loyalty and service quality are interconnected intangible strategic assets that managers can develop, accumulate, estimate and deploy for superior competitive advantage.

To the extent that the global economies are increasingly service‐driven, managerial capability to estimate intangible strategic assets as drivers of superior competitive advantage will remain strategically important. Assumedly, this paper is the first to illustrate how cointegration methods can be used by managers to estimate interconnectedness of intangible strategic assets. In this sense, to the extent that this method is new to managers, it represents another toolkit of intangible strategic asset management for managers.

The purpose of this paper is to examine relevant issues within the strategic management domain related to concepts and terms used within the resource-based view and dynamic capabilities (DC) theory. The paper explains how these theories from strategic management can be translated for organizational project management (OPM). The paper also shares lessons learned by the co-authors as used in project management.

Based on a literature review and research experience of co-authors, the paper bridges two theories from the strategic management field to OPM and demonstrates conceptual challenges experienced.

From a translational perspective, the paper outlines how theories from strategic management can be adopted to OPM. Since OPM is evolving, there is merit in drawing from a solid theoretical foundation such as those found in strategic management.

This paper is conceptual and makes a case for further empirical research using strategic management literature. Only recently has research in project management raised the important topic of translating knowledge from more established fields (the giants) to project management research.

Strategic management theories offer insights that can be leveraged to make OPM environments more effective through improved research foundations.

By critically exploring and assessing the resource-based view and DC bodies of literature, this paper's value rests in applying learnings from these fields to OPM and to develop a clearer understanding of concepts and emphasize their importance.

“Facilities management” (FM) has been described as a hybrid management discipline that combines people, property and process management expertise to provide vital services in support of the organisation. Attempts by academics and practitioners to define the scope and content of FM inevitably incurred the displeasure of some quarters of this emerging FM industry that has shown signs of rapid growth in North America, Europe, and Australia and New Zealand, and the Far East in the last two decades. This paper represents a personal view based on a study that covered a multi‐sector survey of five industrial and commercial sectors in the UK in 1996. The focus of the research is to provide a business perspective to the role of operational facilities. One of the objectives of the research is to explain the need for strategic business planning to incorporate and, indeed, integrate the facilities dimensions of business delivery. Whilst conceptual in its presentation, there is increasing evidence that the views and models contained within this paper are worthy of serious consideration by practitioners in the field