Search results

1 – 10 of 908
Article
Publication date: 16 April 2018

Hikmot Adunola Koleoso, Modupe Moronke Omirin and Femi Adejumo

The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research…

Abstract

Purpose

The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research indicates that this deep seated strategic and value-adding practice is mostly unavailable except in the most matured markets. The purpose of this paper is to compare the strategic content of the functions performed by FM practitioners with that of other BSS providers in Lagos, the commercial hub of Nigeria. This is to determine if the content of the FM functions is comparatively more strategic and invariably more value-adding than that of other BSS providers as indicated in literature and also to identify required areas of improvement, both for practice and training.

Design/methodology/approach

A survey was carried out through self-administered questionnaire directed to a sample of 123 BSS providers that work with office buildings in Lagos, Nigeria. The data collected were analyzed using frequency counts, means, χ2 test and Wilcoxon signed rank test.

Findings

Rather than the strategic tasks, the FM group as with the non-FM group were more regularly involved with the less specialized facilities operations/maintenance and facilities support service tasks such as, security, fire, emergency management, cleaning and waste management. Specialized FM support service tasks such as mail services, reprographics, catering and travel services, were least often performed by both groups. The study found that facilities managers were slightly more involved than the non-facilities managers in performing the strategic group of tasks. This was indicated by the higher cumulative mean values and ranking of the level of involvement. The facilities managers also ranked higher in their involvement in the individual strategic tasks. The study also shows that FM practitioners use the more strategic ways to determine the needs of users. These findings imply that FM presents a slightly more strategic edge, which is, however, insufficient.

Practical implications

Although the FM practitioners may feature a slightly more strategic content of functions than their non-FM counterparts, the edge is insufficient to add significant value to clients’ business as postulated in literature. Lagos FM practitioners must become more involved in strategic functions in order to enhance FM’s value-adding edge and hence distinguish it better from other BSS practices.

Originality/value

The study positions the Nigerian FM practice in the light of expectations in literature and re-affirms the supposition that the practice is relatively strategically immature. It also identifies the contingent needs of local and multinational organizations that may require or intend to provide FM and other BSS in the Nigerian context, invariably allowing for international comparisons.

Article
Publication date: 27 September 2011

Sarich Chotipanich and Veerason Lertariyanun

The purpose of this paper is to investigate strategy adopted in facility management (FM) and to introduce a framework of studying FM strategy.

3130

Abstract

Purpose

The purpose of this paper is to investigate strategy adopted in facility management (FM) and to introduce a framework of studying FM strategy.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

The paper presents empirical evidence of FM strategy, which has been rare. To academics, it introduces a means and framework for FM strategy research.

Details

Journal of Facilities Management, vol. 9 no. 4
Type: Research Article
ISSN: 1472-5967

Keywords

Article
Publication date: 13 February 2023

Dubem Isaac Ikediashi

Facilities management (FM) as a strategic management tool has been an attractive research topic among scholars and practitioners alike for decades. The primary purpose of this…

Abstract

Purpose

Facilities management (FM) as a strategic management tool has been an attractive research topic among scholars and practitioners alike for decades. The primary purpose of this paper is threefold: to assess the extent of use of FM roles (strategic, tactical and operational); to examine user satisfaction of service quality performance; and to analyse the influence of FM roles on service quality performance using data from Nigeria’s banking sector.

Design/methodology/approach

Relying on exploratory cross-sectional survey, 350 copies of a structured questionnaire were purposively distributed to senior management staff, bank staff, FM supervisors and bank customers in Lagos, Nigeria. One hundred and forty valid responses were returned to give a response rate of 40%. Data collected were analysed using descriptive, Spearman rank correlation and Kruskal–Wallis tests.

Findings

It was discovered that strategic facilities planning, IT planning strategy and real estate decisions are the most important FM roles at the strategic level; resource management, data control and planning change at the tactical level; and implementations, building operations and emergencies at the operation level. Findings equally revealed that visual appealing of materials associated with services (tangibles), insisting on error-free records (reliability), willing to help (responsiveness), having the knowledge to answer questions (assurance) and giving individualised attention (empathy) were the most important service quality performance indicators. Furthermore, the study revealed that strategic FM roles significantly influenced tangibles, reliability and responsiveness of staff and the services. Besides, tactical FM roles significantly influenced all service quality indicators except assurance, while operational FM roles had significant influence on tangibles, responsiveness and empathy.

Originality/value

To the best of the author’s knowledge, this study has provided first ever insight into the extent of FM strategic roles in the banking sector and influence of FM roles on service quality performance.

Details

Journal of Engineering, Design and Technology , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 13 July 2017

R.P.N.P. Weerasinghe and Y.G. Sandanayake

The purpose of this paper is to develop a collaborative facilities management (CFM) model incorporating facilities management (FM) functions that can be shared and performed…

Abstract

Purpose

The purpose of this paper is to develop a collaborative facilities management (CFM) model incorporating facilities management (FM) functions that can be shared and performed collaboratively by two or more organisations to enhance the performance of FM functions of collaborating organisations.

Design/methodology/approach

A critical literature review followed by a preliminary investigation was used to identify main categories of FM functions that can be performed collaboratively and dimensions that affect FM collaboration. Subsequently, a detailed list of FM functions that can be performed collaboratively under eight different contexts based on three dimensions identified through observations, document reviews and in-depth interviews with experts who have experience in each context.

Findings

The paper introduces a novel concept of CFM to share utility/infrastructure facilities, facility services and information by two or more organisations to maintain, improve, adapt and ensure functionality of the built environments of the collaborating organisations. The study identified core business, geographical location and ownership as the key dimensions that affect CFM concept. The outcome of the study, which is CFM model, proposes FM functions that can be performed collaboratively and benefits of collaborating utilities/infrastructure facilities, facility services and information under the aforementioned key dimensions to create a win-win situation for the organisations.

Practical implications

The paper highlights the FM functions that can be performed collaboratively in order to provide favourable solutions for operational issues faced by facilities managers, while optimising the FM performance of the organisations.

Originality/value

The CFM model offers original insights to the FM functions that can be shared and performed collaboratively by organisations under different contexts to optimise the FM performance.

Article
Publication date: 1 October 2001

Linda Tay and Joseph T.L. Ooi

Despite its rapid development in the last decade, facilities management (FM) stills suffers from an identity crisis as the definition and scope of FM remains a contentious issue…

7752

Abstract

Despite its rapid development in the last decade, facilities management (FM) stills suffers from an identity crisis as the definition and scope of FM remains a contentious issue. To this end, three fundamental issues are re‐examined in this paper: what FM constitutes; what a facility manager is; and how the FM profession can be enhanced. These issues remain critical as they represent the building blocks of the FM discipline. Without a common platform, the development of FM is likely to be fragmented. An evaluation of the definitions of FM provided in the past suggests that the focus of FM is clearly on the workplace. The key issues confronting FM are the location, type, quantity, quality, content and allocation of the workspace. A professional facilities manager is one who is formally trained and whose main responsibility is the strategic management of the workplace. Three factors are suggested to be important for the development of FM as a professional discipline. They include a clear role and scope of FM in the industry and firm, contribution to the bottom‐line of the firm, and development of specialist knowledge and toolbox for addressing the problems of strategic workplace management. Some potential areas for theoretical developments have been suggested in this paper.

Details

Facilities, vol. 19 no. 10
Type: Research Article
ISSN: 0263-2772

Keywords

Article
Publication date: 1 October 2000

Liz Clark and David Rees

The authors refer to their research into the role of facilities management (FM) within the National Health Service and local government in England and Wales. They compare the…

2308

Abstract

The authors refer to their research into the role of facilities management (FM) within the National Health Service and local government in England and Wales. They compare the levels of FM awareness within these public bodies, the ability of FM managers to influence the decision‐making process, the relationship between these factors and the delivery of effective facilities management services and the relative importance given to FM in recent Government guidelines on best value in these two public services. Based on the findings of five research projects the authors have conducted in both sectors it illustrates how FM is not just a business opportunity but a rapidly expanding function that is gaining status as an important profession that warrants a high status in the strategic make‐up of both NHS Trusts and local government authorities.

Details

Facilities, vol. 18 no. 10/11/12
Type: Research Article
ISSN: 0263-2772

Keywords

Article
Publication date: 1 January 1999

John Hinks and Peter McNay

The need to establish key performance indicators for facilities management (FM) is well recognised. However, difficulties in establishing universally‐accepted definitions of the FM

3629

Abstract

The need to establish key performance indicators for facilities management (FM) is well recognised. However, difficulties in establishing universally‐accepted definitions of the FM function and its management process continue to confound the identification and application of a generic set of performance parameters. This paper describes the process of developing a management‐by‐variance tool for monitoring the performance of the FM function of a major financial services company. The dual problems of the absence of a standardised set of key performance indicators (KPIs) and the lack of existing data for performance evaluation were addressed using a Delphi group. The principle of management‐by‐variance is based on the monitoring and analysis of performance trends, which is done by monitoring changes in performance using a bespoke (rather than generalised) set of performance indicators. This paper describes the process of creating the pilot version of a management‐by‐variance tool in sufficient detail to allow the process to be replicated to create other sets of bespoke KPIs. The process and outcomes of the exercise to short‐list, rank, and weight a finalised list of 23 KPIs are discussed. The KPIs are analysed in the context of the method of their selection, prioritisation and weighting for their intended custom application.

Details

Facilities, vol. 17 no. 1/2
Type: Research Article
ISSN: 0263-2772

Keywords

Article
Publication date: 17 June 2022

Justin R. Dodd, Jake Smithwick, Steven Call and Dipin Kasana

The purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of

Abstract

Purpose

The purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.

Design/methodology/approach

Data were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.

Findings

The findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.

Practical implications

These findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.

Originality/value

The value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.

Details

Benchmarking: An International Journal, vol. 30 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 4 September 2017

Nethmin Malshani Pilanawithana and Y.G. Sandanayake

Facilities Management (FM) is a dynamic profession, which supports core business functions by creating cost-effective and risk-free built environment aligned with the strategic

2010

Abstract

Purpose

Facilities Management (FM) is a dynamic profession, which supports core business functions by creating cost-effective and risk-free built environment aligned with the strategic business directives throughout the building life cycle. This study aims to investigate and position the Facilities Manager’s role during building life cycle based on the stages of RIBA Plan of Work 2013.

Design/methodology/approach

A literature survey and in-depth interviews with experts were used to investigate the role of a Facilities Manager at the different stages of RIBA Plan of Work 2013. The gathered data were analysed using content analysis technique to explore the role of a Facilities Manager.

Findings

Research findings assert that advising the Client on cost-effective building expansion options as a vital role of a Facilities Manager at Strategic Definition stage. Further, briefing the Client’s requirement is a foremost undertaking of a Facilities Manager at Preparation and Brief stage. During the Concept Design and Developed Design stages, Facilities Manager plays a key role in value engineering exercises to ensure value for client?s money and also prepares operations and maintenance strategies to be used at the In Use stage. Moreover, Facilities Manager must have a technical training on buildings, services and systems at Handover stage to manage them at the In Use stages.

Originality/value

The role of a Facilities Manager identified in this study can be used as a guide by the Clients and project teams in obtaining their services during the building life cycle to enhance building performance.

Details

Journal of Facilities Management, vol. 15 no. 4
Type: Research Article
ISSN: 1472-5967

Keywords

Article
Publication date: 1 April 2006

Tomi Ventovuori and Tero Lehtonen

This paper aims to create a deeper understanding of the make or buy decision process, the criteria for the selection of a certain relationship type, and the differences between…

1370

Abstract

Purpose

This paper aims to create a deeper understanding of the make or buy decision process, the criteria for the selection of a certain relationship type, and the differences between alternative relationship types in FM services.

Design/methodology/approach

The paper is based on literature review and qualitative research. Empirical data were collected from both clients and service providers using semi‐structured interviews, practical observations, informal discussions and focus group interviews.

Findings

When FM service activities entail strategically important skills and knowledge and when outsourcing may have a profound effect on the clients' ability to satisfy the end‐users needs, vertical integration is chosen. Respectively, a collaborative approach is recommended in cases where the service is of high importance for the client's or end‐user's business, there is a need to share sensitive or strategic information, the purchasing volume is high or the management of the purchasing situation is difficult because of the complexity of the purchased service package or market conditions. From the relationship management point of view, three different types of relationships (i.e. arm's length relation, operational partnering and strategic partnering) can be recognized in the FM services context.

Practical implications

The sourcing portfolio model, which can be used as an analytical tool to support the selection of an appropriate governance model for different service packages, is introduced. Additionally, the results aid the development of appropriate action plans for the management of different kinds of relationships.

Originality/value

This paper contributes to creating an enhanced understanding of outsourcing decisions and different types of relationships in the FM services context for both researchers and practitioners.

Details

Journal of Corporate Real Estate, vol. 8 no. 2
Type: Research Article
ISSN: 1463-001X

Keywords

1 – 10 of 908