Purpose: To summarize recent research findings and reflections on The Added Value of Facilities Management and to outline perspectives for future research and development of the added value of FM. Methodology - The article is based on reflections on contributions to the recently published book “The Added Value of Facilities Management” and related future studies as well as further exploration of five main themes. Findings - Added value is expected to be central in the future development of FM, which is confirmed by recent foresight studies. There is a need for a better understanding of alignment between FM and core business, performance measurement methods and how models such as the FM Value Map can be of value to the involved stakeholders. CSR, Sustainability and Branding have great potential to add value and to elevate FM to become a strategic partner with corporate top management. Management of stakeholders’ perception of value and relationships are essential aspects as well and need further attention. Research limitations - The article is based on the conclusions of several studies that aimed to explore items for further research, on the ideas of all co-authors of “The Added Value of Facilities Management” anthology and on further exploration of five main themes, and not on an extensive review of recommendations for further research to be found in a huge number of research reports. Practical implications - The findings and ideas for further research on the added value of FM deliver input to further professionalization of FM. Originality/value - This paper provides important input to the future research agenda on the added value of FM and sheds new light on five particular research topics.@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: To create an overview and evaluation of the achievements of the contributions in this book by identifying, summarising and discussing cross-cutting themes and essential learning points across the former chapters. Methodology: Based on a purposeful reading of all chapters comparisons are made of the essential theoretical perspectives, conceptual models and findings from empirical research. The most important novel aspects of the contributions are pinpointed. Findings: The three basic perspectives of FM, CREM and B2B marketing show to provide both overlapping and complementary focus areas. Comparisons of the added value parameters of four conceptual models from FM and CREM show many similarities and a trend towards convergence, but the basic structure of the models are different. This can be related to CREM being oriented on development and management of new and existing buildings, while FM is more service and process oriented. Empirical research regarding the added value of FM is seen to utilise a broad range of both qualitative and quantitative methods in various combinations. The contributions provide important new focus and insights on different types of added value, its dimensions and KPIs, and on areas like value adding management, performance management and performance measurement, stakeholder relationships and relationship management, green FM and sustainability. Furthermore various ideas came up for further improvement of the FM Value Map. Practical implications: The advancement in new knowledge and understanding that this book provides offers a new state of the art which can give inspiration and guidance for cutting edge FM organisations and professionals as well as for advanced teaching and future research. Research limitations: The chapter is based on the contributions to this book and does not provide new empirical evidence. Originality/value: The chapter provides an important overview and evaluation of the contributions in all the former chapters.@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

Purpose: To outline perspectives for further work on the added value of FM and identify relevant ideas and topics for further research and development. Methodology: The chapter is based on a screening of all the former chapters in the book, input from various workshops with the authors, information from recent literature and exchange of ideas among the authors of this chapter. Findings: Added value is expected to be central in the future development of FM, which is confirmed by two recent foresight studies and the recent work on developing a EuroFM research agenda. There is a need for increased focus on the governance structures for FM to secure the necessary alignment between FM and core business - not only at strategic level, but also at tactical and operational levels. Corporate Social Responsibility, Sustainability and Branding are important areas of FM with great potential to add value and to elevate FM to become a strategic partner with corporate top management. Adding value is closely related to innovation and performance improvements. Methods to measure both hard and soft aspects of performance will continue to be an important focus area. Management of stakeholders’ perception of value and relationships are essential aspects of adding value in FM and need much further attention. Close collaboration with users is needed and requires new methods to analyse and visualise processes and added value. Research methodology will continue to include a broad range of both qualitative and quantitative methods in many combinations, but soft methods based on close interaction between researchers and practice like action research, participants observations and narratives are expected to achieve increased attention. Practical implications: The findings include ideas for further research and development on the added value of FM and expectations of the topics that will be important for the FM profession in the future. Research limitations: The chapter does not present new original research results, but is based on the research presented in the earlier chapters in this book and other recent research activities. Originality/value: The chapter provides important input to the future research agenda on the added value of FM and gives directions for the future development in FM research and practice.@en