Purpose -The focus in the facility service business has traditionally been on operative level outcomes such as customer satisfaction and technical quality. These measures do not support business relationship management and co-creative development. The article aims to propose a comprehensive theoretical framework to evaluate, develop, monitor and manage the collaborative business relation from both customer and service provider perspectives to co-create mutual value. Design/methodology/approach -The theoretical framework for collaboration performance measurement is developed through empirical study of seven dyadic facility service procurement cases. Empirical study included 62 interviews of managers involved in relationship management on strategic, tactical and operative levels in both customer and service provider organizations. Findings -The empirical study resulted following 13 measurement areas that indicate the collaboration performance in facility service procurement relation: customer benefits, supplier benefits, collaboration efficiency, operational fluency, conflicts recovery, flexibility and adaptability, execution capability, trust, actor incentive alignment, goal alignment and shared vision, strategic integrity, learning and development capability and uncertainty management. The article focuses on presenting the measurement areas of relational collaboration performance and discusses on their implications to performance measurement and management. Through this article the aim is to induce discussion on collaboration performance measurement and management, and challenge the colleague researchers and practitioners in the industry to comment and complement the proposed framework.Research limitations/implications -The results of the study introduce a new concept of collaboration performance and provide valuable and novel insight on related elements. The theoretical framework derived in this study is based on empirical data from facility services business and its suitability to a wider organizational context is not tested empirically in this study. Practical implications -The framework identified provides to both practitioners and researchers with an expanded viewpoint to measure and manage collaboration performance from both the service provider and customer sides. Originality/value -The article proposes a new concept of collaboration performance and comprehensive theoretical framework for collaboration performance measurement and management.

Purpose -A case study at Senate Properties, a Finnish building owner organisation, for theory building was conducted to provide significant insights into strategic planning in partnership networks with a view to developing interaction in a triadic alliance. The purpose of this paper is to describe how a Finnish building owner organisation, Senate Properties, the focal firm of the studied network, manages multi-level interaction in the alliance network of the case study. Design/methodology/approach -In this paper, the building owner's role is studied by using two network analysis studies. The emergent phase of a "triadic alliance" of service providers, building owners as contract managers, and the end-users of services is analysed by using two separate qualitative network analysis studies. Findings -The case study indicates that the networks of building users, owners, facilities management parties and service providers can improve their interaction and cooperation by multilevel interaction building, mutual orientation building in groups and formation of boundary-spanning roles. We therefore present a model or a framework for interaction building in triadic networks that is derived from a knowledge base that can better explain the requirements of core businesses, key real estate and facilities services attributes and options evaluation to meet dynamic changes.Research limitations/implications -The paper suggests that organisations involved in facilities management that enter into an alliance have to communicate and proactively exchange information to strengthen the interaction and cooperation between network members. For success, each network member should share information and each must learn from the others. Originality/value -The interaction approach of network analysis takes place in a new building owner centred environment. The paper argues on a general level that to understand the complicated roles within the workplace environment, it is necessary to study the interaction needs of different functions.