Asset management determinants of Polish universities

Abstract

Purpose – The purpose of the paper is to offer insights into university asset management (AM) and describe the impact that the various determinants have on the process of university AM. The process of university AM is influenced by a range of determinants. Design/methodology/approach – A literature review and a case study were used to achieve the research objective. The case study involved two data collection techniques – interviews and document analysis. Findings – Changing conditions of state-run universities, such as decreasing number of students and a tendency to increase the proportion of scientific research activities, require flexible adjustments to the size and structure of the universities’ facility base. Reductions in government grants and increasing maintenance costs of university assets have made it necessary to manage both existing and future assets more effectively to achieve measured improvement of environmental and social performance, to fulfil strategic responsibilities and to create shared value. Research limitations/implications – The paper was limited to one practice case study. Additional cases could be studied to confirm the findings and increase the usefulness of the methodological framework and improve its application. Practical implications – Identifying the various factors that influence the process of university AM would be useful for universities and other public building owners and their decisions-makers, such as chancellors and asset managers. The experience of the Polish market also may support the development of university or public building AM in other countries. Originality/value – The process of optimising of university asset structure proposed in this paper can contribute to the better understanding and management of higher education institutions ' assets and to the greater competitiveness and efficiency of the Polish universities. The work is novel in that it provides insights into university AM and describes various determinants from an external (macro and micro) and internal (connected with the university itself) perspective.

Determinants of Asset Management Effectiveness and Its Impact on The Fairness of The Asset Presentation

“…Other research stated that the lack of quality human resources is an obstacle in implementing regional financial and asset management by Raharja et al (2015). Research by Rymarzak and Trojanowski (2015) states that supervision has a positive effect on asset optimization while revealed that A well-integrated computerbased application system can help the government manage their asset by Suprianto (2015).…”

Engineering-out hazards: digitising the management working safety in confined spaces

“…Coalescence of technologies provide a virtuous circle of data, information and knowledge leading to organisational wisdom and commercial exploitation . Of the four technologies, BIM has widely been espoused as the panacea for improved decision making throughout a building's whole life cycle (Rymarzak and Trojanowski, 2015;Mitchell, 2017).…”

“…Coalescence of technologies provides a virtuous circle of data , information and knowledge leading to organisational wisdom and commercial exploitation (Zhou et al , 2012). Of the four technologies, BIM has widely been espoused as the panacea for improved decision making throughout a building’s whole life cycle (Rymarzak and Trojanowski, 2015; Mitchell, 2017). However, this inherent decision making ability is rarely expanded into other operational areas such as health and safety (H&S) monitoring during a building’s occupancy and use (Wetzel and Thabet, 2016).…”

Good Governance and Integrity: Academic Institution Perspective

“…On the other hand, Jolicoeur and Barrett (2005) referred asset management as the process of maximising the value of property from the processes of acquisition to disposition according to the owner's objective. This was then supported by the Government of Victoria, Australia, which defined asset management as the process of acquisition, disposal of asset and risk management and cost of the entire asset life cycle (Rymarzak & Trojanowski, 2015).…”