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The aim of this paper was to study current practices in FM work order processing to support and improve decision-making. Processing and prioritizing work orders constitute a critical part of facilities and maintenance management practices given the large amount of work orders submitted daily. User-driven approaches (UDAs) are currently more prevalent for processing and prioritizing work orders but have challenges including inconsistency and subjectivity. Data-driven approaches can provide an advantage over user-driven ones in work-order processing; however, specific data requirements need to be identified to collect and process the functional data needed while achieving more consistent and accurate results.

This paper presents the findings of an online survey conducted with facility management (FM) experts who are directly or indirectly involved in processing work orders in building maintenance.

The findings reflect the current practices of 71 survey participants on data requirements, criteria selection, rankings, with current shortcomings and challenges in prioritizing work orders. In addition, differences between criteria and their ranking within participants’ experience, facility types and facility sizes are investigated. The findings of the study provide a snapshot of the current practices in FM work order processing, which aids in developing a comprehensive framework to support data-driven decision-making and address the challenges with UDAs.

Although previous studies have explored the use of selected criteria for processing and prioritizing work orders, this paper investigated a comprehensive list of criteria used by various facilities for processing work orders. Furthermore, previous studies are focused on the processing and prioritization stage, whereas this paper explored the data collected following the completion of the maintenance tasks and the benefits it can provide for processing future work orders. In addition, previous studies have focused on one specific stage of work order processing, whereas this paper investigated the common data between different stages of work order processing for enhanced FM.

Purpose – There is a paucity of research that examines how diagnostic decisions are made by psychiatrists. Moreover, previous work in the area tends to be grounded in labeling theory, which highlights the conflict-based nature of diagnosis. The goal of this research is to examine the utility and benefits of diagnosis to psychiatrists' everyday work.

Methodology – Using institutional ethnography (IE), I undertook a small-scale interview-based study that documented the diagnostic processes of three psychiatrists in Calgary, Alberta, Canada. The IE-based goals of the study were to: (1) identify what texts were employed during the diagnostic process, (2) map sequences of action and text that coordinated psychiatric decision-making, and (3) theorize the utility of diagnosis for the everyday work of psychiatrists.

Findings – The analysis demonstrates how diagnosis can be understood as a valuable work process that produces a standardized diagnostic story in order to bring an individual's experiences of distress into relation with psychiatrists' daily practices, and institutional discourses more generally.

Limitations – Although IE-based research does not depend on large sample sizes for analytic accuracy, results from the current study need to be replicated because of the limited number of interview participants and to examine whether the diagnostic process is generalizable to other settings.

Social implications – This research challenges the idea that standardization through diagnosis is a negative process and highlights the value of diagnostic decision-making in the daily work of psychiatrists.

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

This paper aims to examine employee-driven innovation (EDI) intertwined with learning, creating a new description combining these two concepts: employee-driven learning and innovation (EDLI). This paper provides insights into the nature of EDLI based on the existing theories and perspectives. It seeks to elaborate EDLI as an ongoing process in and through work.

The paper draws on Jaakkola’s (2020) guidance for structuring a conceptual article. The authors first describe the theoretical starting points related to EDI and then elaborate its relationship with learning at work, with the aim of structuring the key elements involved, drawing on and interpreting existing theory and knowledge.

In summary, advanced here are five premises for describing EDLI at work: (1) EDI and workplace learning are strongly intertwined phenomena, (2) learning in the EDI process occurs simultaneously at the intra-personal and inter-personal levels as a reciprocal process of adaptive and innovative learning, (3) innovations are only manifested in and are relevant to the specific cultural-historical and social context of particular enterprises, (4) the continuity of innovations and learning processes is enabled by participation and (5) triggers from outside the workplace, behind the innovation and the specific consequences (that transcend workplace boundaries) of the innovation anchor aspects of the process outside the workplace or work practice.

The paper advances a description and justification of EDLI. As such, it extends, connects and updates previously established theoretical models and explanations of this about EDIs. Based on the premises advanced here, the theoretical and practical contributions are discussed and the research gaps and needs for further research identified.

To examine how psychological diversity among work team members affects team interaction processes. Psychological diversity is described in terms of personality attributes (emotional stability, extraversion, conscientiousness, openness to experience, and agreeableness), need for achievement (nAch), and emotional intelligence. Team interaction processes include workload sharing, team communication, member flexibility, social cohesion, team viability.

A survey research was conducted that involved 1,421 oil‐drilling workers in 54 work teams. The participants were drawn from five major oil drilling companies in Nigeria. Standardized measures were used to collect data on each of the variables examined.

It was found that each of the measures of team interaction processes is predicted by different psychological diversity measures. However, emotional stability, extraversion, agreeableness and emotional intelligence are significant in predicting overall team interaction processes.

The psychological diversity measures examined are not exhaustive. It is also not clear the extent to which the findings can be generalized to other work settings that are different from oil‐drilling companies.

Human resources management in organizations that work in teams needs to include in their selection programs, psychological measures for identifying applicants who possess requisite psychological features for team work.

Study of the efficacy of psychological variables in enhancing work teams in oil drilling firms in Nigeria.

This paper aims to improve the seismic building design (SBD) work process for Malaysian Government projects.

Semi-structured interviews were virtually conducted to a small sample size of internal and external stakeholders from the Malaysian Government technical agency. There were seven of them, comprising Structural Engineers, an Architect, a Quantity Surveyor and consultants-linked government projects. The respondents have at least five years of experience in building design and construction.

The paper evaluates the current SBD work process in the government technical agency. There were four main elements that appear to need to be improved, specifically in the design stage: limitations in visualization, variation of works, data management and coordination.

This study was limited to Malaysian Government building projects and covered a small sample size. Therefore, further research is recommended to extend to other government agencies or ministries to obtain better results. Furthermore, the findings and proposal for improvements to the SBD work process can also be replicated for other similar disasters resilience projects.

The findings and proposal for improvements to the SBD work process can also be replicated for other similar disasters resilience projects.

This study was limited to government building projects and covered a small sample size. Therefore, further research is recommended to extend to other government agencies or ministries to obtain better results. Furthermore, the findings and proposal for improvements to the SBD work process can also be replicated for other similar disasters resilience projects.

This study provides an initial step to introduce the potential of building information modeling for SBD in implementing Malaysian Government projects. It will be beneficial both pre-and post-disaster and is a significant step toward a resilient infrastructure and community.

Although research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation.

A longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data.

The authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction.

The role of CWX and its importance in the context of ES implementations is a key novel element of this work.

Employees' work in innovation processes generates ideas, but more often it serves to create conditions so that new products or services can be effectively produced or delivered. Self‐organizational activities involve proactively handling new possibilities, unexpected situations, problems or tasks. The aim of this paper is to provide support for a previously proposed model of the determinants of self‐organizational activities in work groups.

Three studies were conducted in organizations where self‐organizational activities are welcomed, and in a nuclear plant where such can endanger safety. The results are based on work analysis (two studies) and questionnaires (all studies) administered to, in total, 104 work groups. The model was tested using LISREL.

The model received substantial support. Dimensions of job design, group processes and group initiative are interrelated and connected to self‐organizational activities. Job design captured by work analysis gives a better model fit and has a larger effect on self‐organizational activities than self‐assessed autonomy.

Five different studies with a relatively small number of groups is not a large sample, but the data could be merged.

Teamwork can benefit the innovation process and give a return on the investment that it takes, providing that groups have a complex task, considerable freedom, and group processes that are characterized by reflectivity. A good argument for investing in teamwork is that it can promote self‐organization. Employees learn to think outside the box and participate in processes that are important for innovation. Work analysis can give input as to how work conditions might be altered to enhance innovation processes. Job design has an effect on group processes that are crucial for learning the competence to handle change.

Detailed work analysis is worthwhile as it provides data regardless of how work conditions are perceived, and gives a solid base for proposing how the work should be designed if it is to support self‐organization. Further, group processes that enhance group initiative and self‐organizational activities are identified.

The study gives further evidence that teamwork can benefit the innovation process and give a return on the investment that it takes, providing that groups have a complex work task, considerable freedom, and group processes that are characterized by reflexivity.

Business process re‐engineering (BPR) is certainly one of the latest buzzwords and is the subject of great interest and also great controversy. Organizations need to shake themselves out of complacency to close competitive gaps and achieve superior performance standards ‐ the reason why many have embarked on huge BPR projects. In view of the high risks associated with radical change, there are, however, many problems associated with BPR. For some BPR is going off the rails before it is properly understood, and many BPR exercises are not delivering the goods. Sometimes, organizations are expecting “quick fixes”, thus displaying their lack of understanding of a complex system. It is unreasonable to expect quick results when so much change is involved, especially when these business processes involve not only machines, but also people. Many believe, such as Mumford, that the management of change is the largest task in re‐engineering. Many people perceive re‐engineering as a threat to both their methods and their jobs. Owing to this recognition, many authors concentrate on the need to take account of the human side of re‐engineering, in particular the management of organizational change.