To demonstrate the negative results of market sector based classification of client side FM organisations (FMOs) in benchmarking studies, and propose collection of both external and internal organisational patterns as the key characteristics of FMOs.
Interviews with leading consultants, clients and academics on the negative side effects of the current benchmarking studies in FM, followed by a critique of published FM and Organisational management studies to explore the characteristics of FMOs. As a result, it is proposed that characteristics of FMOs depend on its relations to the external and internal patterns.
It has been found that in literature and practice on FMOs, characteristics related to the internal environment of FMOs are neglected. These characteristics are: hierarchy, specialisation, centralisation, span of control, size, and reporting line. On the other hand, those related to the external environment of FM are widely covered in FM literature. These characteristics are occupancy profile, change, visibility to customers, and procurement options. This paper concludes with the proposition that the external and internal patterns collectively define the characteristics of FMOs and should equally be taken into account.
Prepares the background for an exploration of what makes FM organizations similar and dissimilar to each other. The extent of interviews and literature survey is explorative and hence inclusive.
A systematic exploration for comparative FM studies in the UK, and also source of information for FM scholars striving for understanding the context and relationships in client FM organizations.
This paper extends the depth and scrutiny of studies related to FM organizations by investigating both practice and theory and proposes a system that can explain the differences between FM organizations.
