While smart maintenance is gaining popularity in professional engineering and construction management practice, little is known about the dimensions of its maturity. It is assumed that the complex networked environment of maintenance and the rise of data-driven methodologies require a different perspective on maintenance. This paper identifies maturity dimensions for smart maintenance of constructed assets that can be measured. A research design based on two opposite cases is used and data from multiple sources is collected in four embedded case studies in corporate facility management organizations. Through coding data in several cross-case analyses, a maturity framework is designed that is validated through expert consultation. The proposed smart maintenance maturity framework includes technological dimensions (e.g., tracking and tracing) as well as behavioral dimensions (e.g., culture). It presents a new and encompassing theoretical perspective on client leadership in digital construction, integrating innovation in both construction and maintenance supply networks.

PurposeThe aim of this study is to provide insights into how the purchasing function can increase the maturity of smart maintenance management (SMM) in construction clients by (1) assessing current SMM maturity and (2) developing an adapted service triad for purchasing's meaningful involvement in SMM.Design/methodology/approachA multiple case research design was used, and data were collected from four higher education institutes in the Netherlands through an assessment of their current SMM maturity. Coding and a cross-case analysis were used to qualitatively analyze the data to identify roles and value chain integration factors as intermediate steps in adapting the service triad to a service hexad.FindingsWithin construction client organizations, collaboration between maintenance management, project management and ICT services requires improvement. The proposed service hexad redefines the client's SMM roles with the aim of improving collaboration. The authors discuss how this enables a transition to higher levels of SMM maturity.Research limitations/implicationsThe findings were derived from a particular class of construction clients: higher education institutes that operate owner-occupied properties. Although the service hexad could be adapted, to owner-occupied multi-user properties, further research is necessary to assess its relevance for investor-owned properties.Practical implicationsImplementing the service hexad provides construction clients with a stronger position in supply networks. It clarifies the briefing process in construction management and emphasizes the data supply responsibilities of construction management professionals.Originality/valueThe study draws on the service triads and meaningful involvement concepts from the purchasing literature and applies them to SMM.

This paper describes a research project of the Dutch foundation for building research, aimed at identifying and describing the key technologies for robotics and automated production systems in the building & construction industry. The project focusses on the dutch building & construction industry (housing & utility buildings excluding civil engineering constructions). The main goals of the project are to:• Describe the available technologies, relevant for automated production systems, currently reffered to as:• Construction robots and/or computercontrolled machines • Automated buildingfactories • Computer aided manufacturing • Identify the opportunity area's for succesfull implementation of automated production systems • Describe the consequences of applying automated production systems for the organization of small and medium sized enterprises (SME's) • Develop a detailed plan for knowledge transfer.

Acknowledgements'Doing a PhD is not about the research topic, it's about the journey' an experienced researcher once said to me. Now, as my journey is ending, I want to thank the people who joined me on parts of the journey, who inspired me along the way, and whose encouragement helped to continue when unknown terrains had to be crossed.The start of this journey lies in the period when my job as an educational manager was made redundant. It was in that period that I started to think seriously about embarking on a PhD, and I am grateful to Gerard Kuiper and the late Gerard van Haarlem who supported me in this endeavor. Jeroen, thank you for our conversations and for your mentoring in the early years, even though my destination was beyond your professional field of interest. Without you, this journey would have never started.It was at the University of Twente where I found a home within the Construction Management research group. Arjen, thank you for your guidance in the first years of this research. I have enjoyed our conversations and collaboration, and I am grateful that you allowed me to change direction even when this meant the parting of our ways. Hans, thank you for seeing the potential in me right from the start. During the entire PhD journey, you were there with calmness, reassuring me when I needed that. You brought your expertise and knowledge on purchasing to this project and introduced me to the IPSERA and ARCOM research communities. Your professionalism, integrity, and dedication have meant a lot to me!In those first years, I frequently traveled to Enschede and worked alongside other PhD researchers. I learned to work in an academic culture. My occasional and informal conversations and lunches with Marc, Sander, Ruth, and other staff members were both fun and formative. It was in that time that I entered the double-badged PhD program of UT and RMIT, which has been an adventure within an adventure. During my visits to Melbourne, various people offered help and welcomed me. I want to thank Priyanka Erasmus for arranging a workplace and for all the support in practical office-related matters. Eric Too, Chris Eves, and Bambang Trigunarsyah, thank you for smoothing out the administrative niggles of the double badged PhD program. Life on RMIT's City Campus was again a new experience, with colleagues and other PhD candidates showing me the way: thank you Yashar, Farshid, and Judy. But Guillermo, you have been my greatest guide and support in Melbourne. Thank you for inviting me to the MELBIM meetings, for introducing me to other people, and for our many inspiring conversations in which we discussed my preliminary research findings. I will never forget your infectious smile and unceasing positivity. I also want to thank Helen Marshall for inviting me to the Qualitative Interest Group (QIG) meetings at RMIT in Melbourne for the learnings and discussions on qualitative research philosophies, methods, and techniques. During my visits to Melbourne, I found accommodation in Kensington. Judy, thank you for having m...

Purpose While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights into the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change. Design/methodology/approach A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method. Findings The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared with intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research. Practical implications The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change. Originality/value Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.