Discussion of facilities management as an academic discipline

Junghans, Antje; Olsson, Nils O.E.

doi:10.1108/f-10-2012-0078

Cited by 30 publications

(31 citation statements)

References 23 publications

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“…The experienced author of this article attended the first European FM conference in Glasgow in 1990, which recognised and established a tradition for the development of FM as a profession, and as an academic discipline. Recently, Junghans and Olsson (2014) assessed the development of FM as an academic discipline, focusing on the aspects included in the knowledge triangle, and found that FM appeared to be on its way to becoming an established discipline.…”

Section: Methodology and Frameworkmentioning

confidence: 99%

Measuring perception about sustainability of building materials in Kosovo

Hoxha

Haugen

Bjørberg

2017

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Structured AbstractPurpose: The purpose of this article is to explore the development of knowledge about facilities management (FM), in particular, the management of FM services in practice, education and research. The article questions whether we know more about optimal models for in-house or outsourcing FM after 25 years of applied research and development of best practices.Design/methodology/approach: The article is based on literature reviews, case studies and personal experiences from practice for over 25 years, concentrating on the public sector. The article maintains an international focus on the FM development, with particular focus on the development in Norway and the Nordic countries. The knowledge development triangle, and its integration of education, research and practice, is used as an underlying theoretical framework. Findings:The knowledge regarding management of FM services in both the public and private sector has been developed over the last two decades. The changes in both sectors is reflected in all the three aspects of the knowledge triangle. While the use of outsourcing increased significantly in popularity during the last 25 years, the Norwegian profile continues to have limited use of outsourcing. Research limitations/implications:The article is based a qualified selection of doctoral theses, research reports and scientific articles published in the period 1990-2015. The explorations include limited quantitative data. Practical implications -Social implications:The choice for FM in practice, whether fully or partly to produce services with internal resources or to make arrangements with external suppliers, is an important strategic decision regarding the choice of a procurement strategy for the company or the organisation. This decision is not necessarily about outsourcing or in-house, but rather the strategic sourcing and management of the needed services.Originality/value: Twenty-five years of research have shown that a simple solution and answer to the questions about in-house or outsourcing FM services is lacking. To find a good solution, it is necessary to understand the content of FM services with respect to quality and efficiency, and to understand the interaction between FM, the core activities and the users.

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Section: Methodology and Frameworkmentioning

confidence: 99%

Measuring perception about sustainability of building materials in Kosovo

Hoxha

Haugen

Bjørberg

2017

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“…Theoretically, it had hitherto been acknowledged by researchers in the field of FM (Nutt 1999) as a discipline in its early stages of development, hardly supported by adequate knowledge base and practical theory, and grossly under-researched. Although Junghans and Olsson (2014) are of the view that FM is characterised by its belonging to non-core business services focusing on workspaces and their management, recent indications point to the fact that it is now becoming a strategic function embedded within the strategic objectives of core business. It is also moving away from previous perception of it as being mainly technically oriented and reactive in nature (Bar-rett 2000;Grimshaw 2007).…”

Section: Introductionmentioning

confidence: 99%

Facilities Management Outsourcing: Theoretical Trends and Evidence From Practice in Nigeria and United Kingdom

Ikediashi

Odesola

2016

International Journal of Strategic Property Management

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Previous research has acknowledged facilities management (FM) as a discipline that optimises the delivery of facilities and its related services through use of high profile strategies that provide cost effective, high quality and integrated approach to the concept of managing facilities and its related services. The purpose of this paper is to examine the theoretical trends in outsourcing of FM functions and the current state of FM practice using Nigeria and UK as case studies. This research used a combination of literature review and questionnaire survey. The questionnaire survey was conducted to further explore (through comparative analysis) the perception of 30 (15 from UK and 15 from Nigeria) carefully selected facilities managers in UK and Nigeria who are subscribing members of British Institute of Facilities Management (BIFM) and International Facilities Management Association (IFMA) Nigeria's chapter respectively. 22 respondents consisting of 13 received from UK respondents and 9 from Nigeria responded to the survey giving a response rate of 73%. Findings reveal among others that FM has grown from the traditional day-to-day operational management to being a strategic management tool; while janitorial services and facilities maintenance remain the most outsourced FM services.

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“…The available body of knowledge and the standardisation of terms and definitions, processes and measurement systems are indicators of a growing maturity of FM as a profession. Junghans and Olsson (2014) argued that according to six criteria for academic disciplines found in the literature, FM can also be recognised as an academic discipline: 1) FM has a particular object of research; 2) FM has an accumulated specialist body of knowledge; 3) FM has theories and concepts that can organise the accumulated specialist knowledge effectively; 4) FM has its own language i.e. it uses specific terminologies; 5) FM applies a number of research methods that fit with its research requirements; and 6) FM has some institutional manifestation in the form of subjects taught at universities or colleges and professional associations connected to it.…”

Section: Gustin 2003mentioning

confidence: 99%

“…While FM is characterised by its focus on non-core business services, workplaces and their management (Chotipanich, 2004;Junghans and Olsson, 2014), CREM has its foundation in the integration of asset management, general management, facility management and cost control (Krumm, 2001). Another difference is that CREM has its focus on real estate as a physical and economical asset utilized by an organization, while FM has a wider service focus including demands related to space and infrastructure as well as people and organisations (CEN, 2006a).…”

Section: Towards a Convergence Of Fm And Crem?mentioning

confidence: 99%

Facilities management and corporate real estate management: FM/CREM or FREM?

Voordt

2017

JFM

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Purpose This paper aims to explore similarities and dissimilarities between facilities management (FM) and corporate real estate management (CREM) regarding its history and key issues, and whether the similarities may result in a further integration of FM and CREM. Design/methodology/approach The paper is based on a review of FM and CREM literature, seven interviews with experienced academics and consultants and the long experience of the author as a researcher and teacher in accommodating people and activities. Findings Both FM and CREM aim to support primary business processes by aligning the physical resources of organisations to the organisational strategies in order to contribute to organisational performance and to add value to the organisation. Efficiently and effectively supporting the primary activities and business purposes are key issues. Dissimilarities consider the focus on facilities and services (FM) versus that on buildings and real-estate portfolios (CREM), as well as a shorter time frame and high flexibility of facilities (FM) versus a long life cycle and rather static buildings (CREM). In spite of the differences, it is expected that both disciplines will be more integrated in the future. Research limitations/implications The selection of key topics and key publications may be biased by the personal knowledge and European perspective of the author and the input from seven expert interviews. Practical implications The common body of knowledge of FM and CREM may be used to improve both professions and disciplines and may result in a more integrated approach of facilities and real estate management (FREM). Originality/value This paper combines insights from two related disciplines with different histories and focus points, and explores what they have in common and can learn from each other.

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Discussion of facilities management as an academic discipline

Cited by 30 publications

References 23 publications

Measuring perception about sustainability of building materials in Kosovo

Measuring perception about sustainability of building materials in Kosovo

Facilities Management Outsourcing: Theoretical Trends and Evidence From Practice in Nigeria and United Kingdom

Facilities management and corporate real estate management: FM/CREM or FREM?

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