This paper examines the role and nature of trust in construction project management performance. Three causes, or antecedents, of trust are identified: results, integrity and concern. A questionnaire survey of construction project team members employed by three public sector infrastructure organizations in Singapore is described. The results confirm the expected correlations. Concluding remarks suggest that enlightened management is needed to keep the three antecedents in reasonable balance.Trust Results Integrity Concern Performance,

The characteristics of effective teamwork in construction are examined. From the general management literature, the most common of these are expected to be clear objectives, trust, cohesiveness, interdependency, and enthusiasm of the team members. This is confirmed by an empirical questionnaire survey of a sample of 57 Singapore construction industry personnel where, in terms of correlation, the highest characteristics are trust and cohesiveness, followed by clear objectives, enthusiasm and interdependency. In terms of respondents' views, the most necessary was clear objectives, followed by interdependency, enthusiasm, trust and cohesiveness.

Article information:To cite this document: Danny Shiem-Shin Then, (1999),"An integrated resource management view of facilities management", Facilities, Vol. 17 Iss 12/13 pp. 462 -469 Permanent link to this document: http://dx.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.

Purpose – The purpose of this paper is to present a model for consideration of real estate and facilities management (RE/FM) alignment to business needs and to validate the model based on questionnaire surveys carried out in a number of countries around the world. Design/methodology/approach – The model for RE/FM alignment is inspired by the work of the fathers of the Balanced Scorecard in their book called Alignment. The model includes a number of criteria for alignment between business needs, facility solutions, FM services and FM resources. Three multi-year questionnaire surveys were conducted using the same methodology: the surveys have been carried out in three rounds in different languages: English, Portuguese and Danish. The respondents were senior professionals in the area of FM and real estate/property, mostly working at strategic levels, and representing countries in Asia, Australia, Europe, North America, and South America. The results of the different surveys were combined and then analyzed, using both statistical analysis and tests to validate the results. Differences in the priorities of the alignment criteria in the different regions are described and analyzed. Findings – A main result of the surveys is that all of the alignment criteria were seen as relevant and useful in nearly all countries, but the accorded priorities to the different criteria varied significantly for some of the alignment variables in the different regions. The highest degree of agreement was on “capacity”, being the most important criteria for the alignment between supply and demand of facility solutions in relation to business needs. One of the main differences in agreement was between the importance of strategy versus cost in the alignment between “facility solutions” and “FM services”. Originality/value – Alignment of RE/FM to business needs is an essential management task and an important tool for RE/FM executives to create added value to their core business. However, there has so far only been limited research into such an alignment concept applicable to FM and an implementation model.

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