Purpose: Worldwide organisations have introduced more flexibility in place, time and ways of working. In order to be able to define the added value of workplace change, a clear performance measurement system is needed to measure organisational performance in connection to real estate before and after the change. This paper compares various performance measurement systems from the literature with current performance management in practice in search of opportunities for improvement and prioritization. Methodology: In addition to a review of literature, three case studies were conducted, two in Thailand and one in the Netherlands. Special attention is paid to appraisal of change by the end users i.e. employee satisfaction and perceived productivity support . Findings: Many performance criteria and KPIs from literature are used in practice. However, apart from the Balanced Scorecard no other performance measurement system from literature is literally applied. Regarding most issues, none of the organisations conducted a sound comparison of the impact of their real estate on organisational performance before and after the change. In one case only both ex ante and ex post data were collected about the appraisal of change by the end users. Employees’ appraisals showed to be linked to the location of the building, the office concept, the experience value of the exterior and interior design, and technical equipment. Practical implications: The proposed performance measures can be used as a reference frame for value adding management of facilities. Based on the findings a step-by-step procedure has been developed to facilitate the selection of prioritized key performance indicators. Research limitations: The number of cases is limited. Additional case studies in depth are needed to get a wider picture of practice. Besides, still much work has to be done to operationalize all performance criteria. Originality/value: This research connects the worlds of performance measurement and added value of workplace change in two different contexts.@en

Purpose – This article aims to present and compare research perspectives and theoretical reflections from a variety of academic fields on the concept of added value of facilities management. Design/methodology/approach – The starting point is the so‐called FM Value Map, which was presented in a recent article in Facilities by Per Anker Jensen in 2010. The article is a first result of the work in the EuroFM research collaboration group and is based on literature reviews of the most influential journals within the academic fields of facilities management (FM), corporate real estate management and business‐to‐business marketing. Findings – Good relationship management and building on trust is shown to be equally important as delivering the agreed services. Originality/value – Usually the concept of added value is discussed from a monodisciplinary point‐of‐view. The different backgrounds of the authors add value to an increased understanding of the added value of FM by comparing and testing different ways of conceptualising this issue. This is of great importance to FM research and evidence‐based FM as a sound basis for the long‐term recognition of FM.@en

Purpose: A) to record Key Performance Indicators (KPIs) that are used in performance measurementin practice; B) to investigate the influence of the work environment on employee satisfaction and perceived productivity, and to explore the impact of culture on employees’ appraisal of their work environment and prioritized aspects. Methodology: A case study has been conducted in Thailand to compare performance measurement in practice with KPIs that were found in literature. Secondly data on employee satisfaction, perceived support of productivity by the physical environment, prioritized aspects, and national and organisational culture were collected by the use of questionnaires and additional interviews. Finally, prioritized aspects in the Thailand case were compared with similar data from Dutch and Finnish cases, in search for the impact of the cultural context. Finding: The research showed a huge variety of KPIs in connection to different added values of real estate and other facilities. Regarding workplace appraisal, the Thai employees showed to be less satisfied than the Dutch employees. They put more emphasis on adjacency and locality of spaces, subdivision of the whole building, and sharing own ideas about the work environment than the Dutch and Finnish respondents. The Dutch and Finnish employees prioritized functionality and comfort of workspaces and opportunities for concentration and communication more frequently than the Thai people. The organisational culture of the Thailand case is perceived as a hierarchical culture, whereas high masculinity and individualism are reflected in the national culture. Whereas the cultural context might have its impact on the appraisal and prioritizing of aspects of the work environment, the former and current work environment, work processes, external context, and implementation process seem to be more influential. Practical implications: Knowledge about the impact of new working environments on employee satisfaction, perceived productivity support and prioritized aspects in different cultures may be used to support real estate and FM decisions of organisations working with employees with different cultural backgrounds. Research limitations: Additional data collection and in-depth analyses are needed to further explore and explain different responses in connection to different people, places, processes, and culture. Originality/value: This research helps to improve our understanding of cultural impact on employee satisfaction with new working environments, perceived productivity support and prioritized aspects.@en

Purpose: To discuss trends in organisational performance measurement, to identify and discuss widely used performance criteria and key performance indicators (KPIs) in general and in the fields of Facility Management (FM) and Corporate Real Estate Management (CREM), and to identify how a more holistic measurement framework could be used in measuring the added value of FM and CREM i.e. to find out how well FM and CREM are contributing to the company’s’ performance and strategies. Methodology: A review of general management, FM and CREM literature on performance measurement and KPIs in connection to added value of FM, case studies into performance measurement as part of a PhD research in progress that is being conducted by the first author (with the second author being one of the supervisors) and interviews with CEO’s in different countries as part of a finalized PhD research of the third author. Findings: The research traced a number of performance measurement models and resulted in a list of useful KPIs that have been classified according to the FM Value Map impacts: social, environmental, satisfaction, cost, productivity, adaptation and culture. The present list shows a holistic approach and aligns to different impacts on relevant stakeholders and the surroundings. Practical implications: The performance models and KPIs can be used as input to integrated and well balanced performance management and performance measurement, including benchmarking with competitive organisations, as part of professional Facility Management and Corporate Real Estate Management. Research limitations: We did not conduct a quantitative analysis of how often a particular KPI has been mentioned in literature; besides only a few empirical tests have been conducted on operationalization and application of KPIs in current FM and CREM practice. Originality/value: Combining of the findings from two Phd-studies on performance measurement and performance management has led to a new and well classified list of KPIs.@en

Purpose: This chapter presents research perspectives and theoretical reflections on the concept of added value of FM from a variety of academic fields. Methodology: A literature review of the most influential journals within the academic fields of Facilities Management (FM), Corporate Real Estate Management (CREM) and Business to Business Marketing (B2B Marketing). Findings: The research shows different definitions and focus points, dependent on the academic field and the area of application. The different research perspectives explored a holistic view on the added value of FM by the integration of an external market based view (with a focus on the aimed output) and the internal resource based view (with a focus on the input from FM and real estate). Good relationship management and building on trust shows to be equally important as delivering the agreed services. Practical implications: A clear conceptualization of the concept of added value of FM is of utmost importance for further research into the added value of FM and well-considered, evidence-based Value Adding Management in practice. Research limitations: Due to limited time not all FM-related journals could be included in the literature review. The included journals were analysed over a time period of ten years, with a focus on interesting topics and less on a thematic cross-paper analysis in-depth. Originality/value: Usually the concept of added value is discussed from a mono-disciplinary point of view. The different backgrounds of the authors add value to an increased understanding of the added value of FM by comparing and testing different ways of conceptualising this issue.@en