Purpose -This paper aims to introduce and describe the concept of the facility management (FM) value network which takes a subjective perspective and reflects upon the relationships amongst key FM stakeholders. The FM value network focuses on demand by considering client, customer and end-user perceptions of value, providing a conceptual foundation for considering a demand driven, service-oriented and user focused approach to FM. It introduces concepts drawn from related fields such as services marketing, business economics and management and identifies an agenda for future research. Design/methodology/approach -This paper is based on results of an extensive literature review, research workshops and a pilot case study, to explore stakeholder's perceptions of value within FM relationships. Findings -This paper proposes an alternative view of FM stakeholders and the outcomes they value in comparison to a conventional built environment perspective. It provides examples of value dimensions relevant to the demand-side of organisations, collated from different sectors of the economy.Research limitations/implications -Due to a conceptual approach including a pilot case study that still has to be explored in a qualitative/quantitative empirical setting within the field of FM, this paper has limitations. Practical implications -The FM value network described and the research agenda proposed provide valuable insight into issues that have to be addressed in future work and sheds light on this under-researched field of value of FM. Further work could build on these conceptual foundations in order to contribute to evidence-based FM. Originality/value -This paper makes an original contribution to research into the value of FM by focussing on the demand side. It raises issues about the nature of the discipline and its practice and it offers an understanding of the further research necessary to support evidence-based decision making.

Important noteTo cite this publication, please use the final published version (if applicable). Please check the document version above. CopyrightOther than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons. Takedown policyPlease contact us and provide details if you believe this document breaches copyrights. We will remove access to the work immediately and investigate your claim. This work is downloaded from Delft University of Technology. For technical reasons the number of authors shown on this cover page is limited to a maximum of 10.To be cited as: Jensen, P.A., van der Voordt, Th., Coenen, C., von Felten, D., Lindholm, A., Balslev Nielsen, S., Riratanaphong, C. and Schmid, M. Jensen, 2010). The article is a first result of the work in EuroFM research collaboration group and is based on literature reviews of the most influential journals within the academic fields of FM, Corporate Real Estate Management and Business to Business Marketing. Findings:The research shows a number of different definitions and focus points of Added Value of FM, dependent on the academic field and the area of application. The different research perspectives explored a holistic view on the added value of FM by the integration of an external market based view (with a focus on the aimed output) and the internal resource based view (with a focus on the input from FM and RE). Good relationship management and building on trust shows to be equally important as delivering the agreed services. Originality/value: Usually the concept of Added Value is discussed from a mono-disciplinary point of view. The different backgrounds of the authors add value to an increased understanding of the added value of FM by comparing and testing different ways of conceptualising this issue. This is of great importance to FM-research and evidence-based FM as a sound basis for the long term recognition of FM.

Purpose -The purpose of this article is to provide a service-oriented understanding of the field of facility management (FM) and describe the role that services management plays in successful FM. Even though the definitions for FM by European Committee for Standardisation include the term "service" several times, there remains a need for an established management understanding that reflects the service character of FM, while also accounting for its multidimensional management challenges. Design/methodology/approach -This goal is achieved by applying the main characteristics of services management to FM, describing the service-specific perspectives of FM, analyzing the specific quality attributes of FM as a service management discipline and introducing important services management implications for FM. Findings -The article describes in detail how FM can benefit from taking a services management perspective and gives useful implications for managers in the following key fields of action: process management, tangibility management, personnel management and relationship management. Originality/value -Services management knowledge and expertise have the potential to position FM as an even more professional business discipline.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the specifics of facilities management (FM) process modelling and the application of the service blueprinting technique within the field of FM. The paper aims to develop a visualisation method for optimised management of process interfaces to better integrate core and support processes and increase effectiveness and efficiency. Design/methodology/approach -Based on an extensive overview of general management literature about process management issues in FM, certain challenges and requirements of FM process modelling are presented and discussed. Service blueprinting, a technique known from services marketing, is introduced and characterised in detail. Subsequently, the application of blueprinting within the FM sector is discussed and the specifics of FM blueprinting are presented. A qualitative case-based research in the health-care sector was conducted to provide a practical insight into this technique. Findings -The paper argues that the implementation of FM blueprinting gives management the opportunity of improving process steps and dependent interrelationships between core and support processes. The insights not only apply to the field of management, but can also readily be used for operations. Originality/value -The paper presents a new process modelling method that supports the customer-oriented perspective within FM and facilitates the visualisation of simultaneous complex process networks within core and support businesses. The paper introduces the possibility of including measures to achieve effectiveness and efficiency within one single process visualisation.

Purpose – The purpose of this study is to examine the relation between relationship value and relationship quality in the business relationship between customers and facility management (FM) suppliers. To investigate the relationship value in outsourced FM services, the customer’s perspective is used to identify the dimensions and drivers of relationship value. Design/methodology/approach – A three-stage research design was used. The first stage was a thorough literature review, followed by expert interviews with six senior managers from the customer side, together with workshop and discussion with FM academics. In the third stage, quantitative data were gathered in a survey of 60 senior managers whose companies outsourced FM services. Findings – Findings show that relationship value is an antecedent to relationship quality of the business relationship in the context of FM. In all, 9 dimensions and 34 drivers of relationship value were identified, and a framework of relationship value for FM was established and measured. The sacrifice dimension correlates positively with relationship value, which contrasts with previous studies of relationship value in the context of business markets. Research limitations/implications – A framework of relationship value has been established for further in-depth investigation. There are limitations related to the sampling procedure: qualitative research selected large-sized organizations; the relationship value was only studied within the customer–FM supplier dyad; and a static view of customers’ perceived value from the relationship with their FM suppliers. Practical implications – The study provides a set of value dimensions and drivers for customers to assess how a FM supplier adds value in a relationship, and for FM suppliers to improve their services. Originality/value – This research narrowed the gap in relationship-value studies in FM. The findings can contribute to traditional theory that customer value can be the add-on between benefits (“what you get”) and sacrifices (“what you give”), rather than just a trade-off between these two dimensions.