In search for the added value of FM: what we know and what we need to learn

Abstract

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.

The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities

“…The performance of service providers can affect the quality of FM services, which in turn can influence client satisfaction. Among the critical issues in relationships for successful outsourcing, there is a knowledge gap concerning the link between outsourcing arrangements and FM service provider performance [12][13][14][15]. Good relationship management, collaboration and trust-building activities are shown to be just as important as delivering the agreed FM services [13,16].…”

“…It is common that many non-residential building owners selected to outsource operations and maintenance works, according to the outcomes of their feasibility studies for cost reduction. Despite the fact that the Tertiary Education Facilities Management Association [5] explains that more than 50% of its benchmark data belong in the facilities management services at the seven universities in Hong Kong-including energy consumption, maintenance Sustainability 2021, 13, 8156 2 of 25 services, refurbishments and building operating costs, and especially the costs of security services, cleaning and waste management services-these costs of facilities management services still largely increase each year. However, the reasons for unsatisfactory outsourcing performance of FM service providers have yet to be explored.…”

Digitalising asset management: concomitant benefits and persistent challenges

“…To optimise the business and working environment, an organisation's facilities must be managed effectively to avoid severe business performance reductions (Atkin and Brooks, 2005). Asset management, in context to its role within the larger field of FM, supports core business objectives of an organisation regarding the functionality of its buildings and infrastructure (Lehtonen and Salonen, 2005;Jensen et al, 2012;Steenhuizen et al, 2014;Nical and Wodynski, 2016). Although asset management is traditionally viewed as simply maintenance, cleaning and general care-taking (Meng, 2014), it incorporates a variety of interrelated multidisciplinary functions and disparate management systems, which must operate in an integrative manner (Waheed and Fernie, 2009;Barret and Finch, 2014;Kessem et al, 2014;Mohandes et al, 2014;Ilter and Ergen, 2015;Cao et al, 2016;Nical and Wodynski, 2016).…”

Facilities management value addition in enhancing business profitability in hotel industry in Sri Lanka

“…FM department is responsible to manage the infrastructure facilities and property in order to achieve optimum productivity, constant quality improvement, cost reduction and risk minimization and ultimately improved value for money and profitability (Jensen, et al, 2012).Effective facilities management focuses on corporate asset management to add value to core business activities, provide enabling environment for offering superior service quality in support of business operations (Barrett & Baldry, 2003). FM also aims to sharpen the corporate business image and the productivity of the organization through facilities improvement, and enhancement of operational efficiency and effectiveness.…”

“…It also satisfies the customers' needs and expectations while operating hotel facilities effectively. Reviewing customer complaints to understand the behaviour of customers, providing reliable support services by applying the total quality techniques to improve quality, add value and reduce the risks are strategies under the purview FM (Jensen, et al, 2012). Moreover, holistic and strategic approach of FM can add value to assets by managing building services in a structured manner (Durodola, Ayedun & Onipede, 2012).…”