Contracting in FM: collaboration, coordination and control

Kadefors, Anna

doi:10.1108/14725960810885943

Cited by 28 publications

(35 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Many business problems in the built and human environment are mostly accepted to be solved by the ideal use of high-quality facilities. To operate such facilities, some proponents agree outsourcing procurement as an effective and efficient approach, as is currently widespread in many industries to manage resources [8][9][10][11][12][13]. However, many organizations usually do not consider the effects of performance of outsourced service providers on business success.…”

Section: Introductionmentioning

confidence: 99%

Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors

2018

View full text Add to dashboard Cite

Abstract:The management problems of Facilities Management (FM) outsourcing relationships occur because of provision of low quality analytical, managerial, cooperative, and professional services. On selection, the ideal service providers for specific FM outsourcing contractual procurement needs is of paramount importance to achieve high quality FM services. This paper aims at reviewing the concept of outsourcing in relation to facilities management and dealing with the importance of outsourcing success. Factors of outsourcing strategies from the perspectives of clients and service providers are examined and analysed through the Delphi technique in Hong Kong. The results reveal four main drivers of FM practice through evaluation of thirty-five outsourcing critical success factors identified by clients and service providers. Evaluation of the critical success factors from FM drivers shows that there is an inclination towards FM competence, measurement of performance, cost effectiveness, etc. from clients, whilst there is an inclination to the core skills, measurement of performance, allocation of human resources, cost effectiveness, customers' satisfaction, etc. from service providers. The result of the study reveals an interesting understanding that the impact of outsourcing critical success factors can be strategically implemented into the outsourcing strategies in Hong Kong's FM practice.

show abstract

Section: Introductionmentioning

confidence: 99%

Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors

2018

View full text Add to dashboard Cite

show abstract

“…Usher (2004) outlines two critical success factors for outsourcing; relationship and contract formulation. Kadefors (2008) conclusion, regarding the Swedish market, stating that good relations do compensate for incomplete contracts goes hand in hand with his conclusion. Manning et al (1997) approaches the question of which management functions that should be outsourced, concluding that functions of more strategic nature, value crating, are not to be outsourced.…”

Section: Outsourcing In Real Estate Management Contextmentioning

confidence: 99%

“…In this context, the classical problem of finding an incentive to ensure motivation to effort arises, as elaborated by Milgrom and Roberts (1992). This also raises the question regarding incentives and trust as elaborated by Freybote and Gibler (2011) Previous research has addressed the question of effort and real estate management from either a management perspective (Kadefors, 2008), an outsourcing perspective, if to outsource and what to outsource (Hätönen andEriksson, 2009 andJensen, 2011), and the relationship between service providers in an outsourcing relationship (Lok and Baldry, 2015). All research above including numerus other studies (see for example Hätönen and Eriksson, 2009 for a historical overview) of outsourcing of the management function all have the perspective of the organisation.…”

Section: Introductionmentioning

confidence: 99%

Real estate management: incentives for effort

Palm

2017

View full text Add to dashboard Cite

Purpose -The aim is to examine how the real estate owner (decisionmaker) can ensure that the preferred tasks are prioritised. In particular, the incentives to ensure motivation to perform in order to accomplish the strategic goals of the decisionmaker are investigated. Design/methodology/approach -This research is based on an interview study of nineteen firm representatives, six decisionmakers and thirteen management representatives, all from the Swedish commercial real estate sector. Findings -The study conclude that the real estate management organisation in the outsourced management setting is govern by the contract, in detail constituting work tasks, and in the in-house management setting there are a freedom with responsibilities instead of regulations. Research limitations/implications -The research in this paper is limited to Swedish commercial real estate sector Practical implications -The insight in the paper regarding how decisionmakers creates incentives for the real estate management organisation in the different organisational settings can provide inspiration to design incentives for effort. Originality/value -It provides an insight regarding how the industry, depending on organisation setting, prioritise different work tasks and how incentives are created to enable effort.

show abstract

“…Hudson et al, [25] also believes that current research in the general area of PM is inadequate in respect of the specific SME context. Most research in FM focuses on the role of the corporate real estate function, outsourcing decisions or more general management issues [26]. Previous studies in performance tend to measure profitability, economics and environmental issues and recently issues on sustainability but there is lacking of studies that focus on performance purely from the FM perspective [27].…”

Section: Research Aims and Objectivesmentioning

confidence: 99%

The Implementation of Performance Measurement System (PMS): Malaysian Facilities Management (FM) Industry

Myeda

Zaid

Sulaiman

et al. 2014

MATEC Web of Conferences

View full text Add to dashboard Cite

Abstract. Performance Measurement System (PMS) is an effective performance measurement tool and technique that is being widely implemented in the global industries. Literature has suggested the significant contributions of its implementation in enhancing the strategic service delivery and performance. However, there is little study undertaken to explore the PMS implementation in Facilities Management (FM) industry, particularly focusing on Malaysia. This study explores the PMS practice among FM practitioners and their knowledge in Performance Measurement (PM) generally. Findings from this study also proposed the 20 contributing factors that the FM practitioners believed are the barriers in implementing PMS. This research also suggests the future research opportunities in developing a PMS framework that can be used as guidance for FM service delivery in Malaysia.

show abstract

Contracting in FM: collaboration, coordination and control

Cited by 28 publications

References 40 publications

Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors

Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors

Real estate management: incentives for effort

The Implementation of Performance Measurement System (PMS): Malaysian Facilities Management (FM) Industry

Contact Info

Product

Resources

About