A study of facility management strategy: the case of commercial banks in Thailand

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.

Provision of facilities management services in Sri Lankan commercial organisations

“…This is an interesting observation and could be attributed to the fact that value of operational outcomes in Sri Lankan commercial buildings is attained through lowest cost. Chotipanich (2004) and Chotipanich and Lertariyanun (2011) proposed a similar concept where operational-level success is basically determined by a service’s cost effectiveness. The latter divides FM strategies into four types in which “business value strategy” looks at a long-term perspective that matches closely with the core business objectives, and hence, the strategic FM functions identified in this study.…”

Mapping value added positions in facilities management by using a product‐process matrix

“…This contributes to a better understanding of how FM organizations should be structured and organized based on the choices of FM value added positions. This study thus expands on the conclusions of Chotipanich and Lertariyanun (2011) and Price (2004) on studies of FM strategy by classifying four existing FM value added positions. The section discusses the applicability of an FM product‐process matrix into three dimensions:on the FM product spectrum;on the FM process continuum; andalong the diagonal.…”

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“…The findings in the hypothesis make a significant contribution to strategic management knowledge in several ways. The previous studies by Amaratunga and Baldry (2000); Chotipanich and Lertariyanun (2011);Fraser (2014); indicate that there have been gaps in the way the variable has been operationalized, there have been gaps in failure to link facility strategy with performance, gaps in the sector in which the studies were conducted as some were conducted in education institutions and commercial banks which clearly need elaborate strategy on facilities and others were based on theoretical review thus lacking empirical support. The findings of this study add knowledge to strategic management through linking facility strategy with performance of management consultancy firms and also facilitates generalization of findings that facility strategy impacts the performance of organizations even though the extent of the impact depends on the sector in which the study is conducted.…”