Purpose -The purpose of this paper is to review, evaluate and classify the academic research that has been published in facilities management (FM) and to analyse how FM research and practice are linked. Design/methodology/approach -This paper is based on literature review and qualitative research. Qualitative data have been gathered from academic papers published in FM-related journals (i.e. Facilities, Journal of Facilities Management, and the Nordic Journal of Surveying and Real Estate Research -Special Series) and in conjunction with academic conferences (i.e. European Research Symposium in Facilities Management and the CIB W70 Symposium) between 1996 -2005. Findings -When analysing empirical research in FM, research papers can be classified according to the FM topics examined in them, the type of research performed and data-gathering methods used in the study reported, the background of the authors, research field, and research sector. Evaluation of academic papers indicates that the reporting of the methods used, data collection and limitations is inadequate in many academic papers. However, to draw valid conclusions and align FM research, methodical issues should be clearly delineated in research papers. In order to progress, the FM discipline must increasingly employ hypothesis testing and more robust data analysis techniques.Research limitations/implications -This research offers new insights into the current state of FM research and sheds light on the development steps needed in future. One limitation of this paper is that it does not include all the empirical research that has been done in FM. Originality/value -This paper helps article writers to take into account the important issues brought up in literature when reporting the results of their research in order to improve validity and reliability of their studies.

Purpose-The aim of this study is to identify success factors of collaborative relationships and the attributes that distinguish collaborative relationships from arm'slength relationships in facility services. Additionally, in order to understand why companies are moving towards the more collaborative approach in managing relations with their facility service providers, the underlying problems in earlier practices are analyzed. Design/methodology/approach-The research is qualitative, based on semi-structured and focus group interviews. Representatives from both client and service provider companies were interviewed. Findings-Collaborative relationships in the facility services context are by nature similar to those in other areas of supply chain management. The prerequisite for the successful establishment of a collaborative relationship is that both parties have a particular readiness for it. This includes both capability for cooperation and a collaborative mindset. Instead of self-seeking behavior and short-term contracts, mutual trust, commitment, openness, the involvement of different organizational levels, continuous development, and the promise of mutual benefits are needed. In the long run, relationship success is guaranteed by cooperation , two-way information sharing and goal congruence. In addition to the business perspective, relationship success includes the enduser perspective. Earlier practices have suffered from poor communication, shortcomings in service management and lack of development activity. Originality/value-As well as contributing to the current body of knowledge on interorganizational relationships, this study offers potential benefits to both facility service providers and buyers in terms of describing how to formulate successful relationships and to improve the performance and efficiency of collaborative relations.

The aim of this paper is to review procurement trends of facilities management (FM) services and to describe the partnership control mechanisms that contribute to the success of FM partnerships. The investigation is based on a questionnaire survey, which was carried out in Finland. It was found that a transition ‐ similar to those in other industries ‐ towards closer relationships and bigger purchase entities is taking place also in the FM context. In most cases, the choice of the partnering approach is related to developing wider service packages. When implementing partnering relationships, the task of top management is to provide the shared values and visions. Having established these in the organisation, top management does not seem to have any significant role in relationship management. During the ongoing partnership, the operational level runs the daily initiative, development and problem solving based on ad hoc procedures.

PurposeThis paper aims to create a deeper understanding of the make or buy decision process, the criteria for the selection of a certain relationship type, and the differences between alternative relationship types in FM services.Design/methodology/approachThe paper is based on literature review and qualitative research. Empirical data were collected from both clients and service providers using semi‐structured interviews, practical observations, informal discussions and focus group interviews.FindingsWhen FM service activities entail strategically important skills and knowledge and when outsourcing may have a profound effect on the clients' ability to satisfy the end‐users needs, vertical integration is chosen. Respectively, a collaborative approach is recommended in cases where the service is of high importance for the client's or end‐user's business, there is a need to share sensitive or strategic information, the purchasing volume is high or the management of the purchasing situation is difficult because of the complexity of the purchased service package or market conditions. From the relationship management point of view, three different types of relationships (i.e. arm's length relation, operational partnering and strategic partnering) can be recognized in the FM services context.Practical implicationsThe sourcing portfolio model, which can be used as an analytical tool to support the selection of an appropriate governance model for different service packages, is introduced. Additionally, the results aid the development of appropriate action plans for the management of different kinds of relationships.Originality/valueThis paper contributes to creating an enhanced understanding of outsourcing decisions and different types of relationships in the FM services context for both researchers and practitioners.

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