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Building Information Modelling (BIM) objects represent buildingproducts in design, simulation, and procurement processes. This paper explores how BIM objects could be created and exchanged to enable the diffusion of innovative products with enhanced sustainability performance. Two BIM library platforms were examined by taking a new approach that integrates the concepts of sustainable value, diffusion of innovations, information, software usability, and platform ecosystems. The findings show that the diffusion of sustainable products can be inhibited due to problems with the mechanisms for creating and exchanging BIM objects, quality of BIM objects, the usability of BIM library platforms, and participation on the platforms. This study deepens understanding of the problems by focusing on ventilation products in Sweden. Identified shortcomings in the current practices of BIM platform owners and participants would be reduced by effective platform strategies, certification schemes for BIM objects, and BIM object creation processes integrated with product lifecycle management.

Purpose This paper aims to discuss the current debates in facility management to understand where the research community is working and where the facility management sector and discipline might be heading. Design/methodology/approach A review of research outputs has been undertaken to identify research themes. The discussion is based on developments that are already shaping how one should view facility management and outlines a possible future based on a number of strategically important questions and their likely answers. Findings There is a broad landscape of research themes; yet, a significant portion of the most-cited journal papers were published more than 10-15 years ago. Current debates are focused mostly on operational improvement; few are directed at more strategic objectives. Those in the informal media are concerned with more speculative themes, particularly the internet of things (IoT) and artificial intelligence (AI), which are indicative of disruptive technology. These themes are debated mostly by practitioners. Originality/value Many views are expressed in this editorial – some are controversial whilst others should be regarded as matters of fact. The underlying aim is to stimulate debate and action among readers about what appears to be a dilemma for the facility management sector and discipline. Does it continue along the same trajectory or should it be bold and strike out in new directions and meet the challenges presented by disruptive innovations, notably the IoT and AI? Hard choices await and not all decisions will lead to preferred outcomes.

Novel research in construction management is often distant from existing practice. This collection of reviews serves to bridge this gap under three major themes: innovation, organisation and human behaviour, and methods and tools. It outlines a series of successful collaborative projects between industry and the academic and research communities. Many of the authors have worked in technology transfer, as change agents, resolving industrially-relevant problems by using scientifically-based research. The book reveals the source of ideas, data and results to provide a useful resource for researchers, academics and graduate students, and a challenging guide for senior industry managers. 1. Introduction (Brian Atkin, Lund University and Jan Borgbrant, Luleå University of Technology, Sweden) 2. Clients as initiators of change (Dr Anders Vennström, Luleå University of Technology, Sweden) 3. Stakeholder engagement in property development (Dr Stefan Olander, Rasmus Johansson and Björn Niklasson, Lund University, Sweden) 4. Construction supply chain integration (Dr Ruben Vrijhoef and Prof Hennes de Ridder, Delft University of Technology, The Netherlands) 5. Rethinking communication in construction (Prof Örjan Wikforss and Alexander Löfgren, Royal Institute of Technology, Sweden) 6. Transfer of experience in a construction company (Prof Anne Landin, Lund University, Sweden) 7. Authority and innovation in construction teams (Dr Niels Bertelsen, Building Research Institute, Denmark) 8. A foundation of project management theory (Louis Lousberg and Prof Hans Wamelink, Delft University of Technology, The Netherlands) 9. Role of action research in dealing with traditional processes (Seirgei Miller, Henny ter Huerne & Prof André Dorée, University of Twente, The Netherlands) 10. Corporate strategies – for whom and for what? (Johan Björnström, Ann-Charlotte Stenberg and Prof Christine Räisänen, Chalmers University of Technology, Sweden) 11. Organisational change in the residential building sector (Abukar Warsame, Royal Institute of Technology, Sweden) 12. Modes of trust production in project-based industries (Prof Anne Kadefors, Chalmers University of Technology, Sweden and Albertus Laan, University of Twente, The Netherlands) 13. Decision-making practice in the property development sector (Ellen Gehner and Prof Hans de Jonge, Delft University of Technology, The Netherlands) 14. Organisational culture in the merger of construction companies (Karin Johansson, Chalmers University of Technology, Sweden) 15. Transfer of experience in construction companies (Dr Mats Persson and Prof Anne Landin, Lund University, Sweden) 16. Environmental attitudes, management and performance (Dr Pernilla Gluch et al., Chalmers University of Technology, Sweden) 17. Human beings – the missing link in industrial change (Lars Sunding and Prof Anders Ekholm, Lund University, Sweden) 18. Learning in demonstration projects (Dr Barbara Rubino & Prof Michael Edén, Chalmers University of Technology, Sweden) 19. Participative design tools in property redevelopment (Dr Gert-Joost Peek, Delft University of Technology and Dr Jac Geurts, University of Tilburg, The Netherlands) 20. Boundary objects in design (Kari Hovin Kjølle, Norwegian University of Science and Technology (NTNU), Norway and Cecilia Gustafsson, Chalmers University of Technology, Sweden) 21. Methodological and other uncertainties in whole life costing (Prof Lars Stehn, Erika Levander and Jutta Schade, Luleå University of Technology, Sweden) 22. Variability in risk management applications (Ekaterina Osipova and Kajsa Simu, Luleå University of Technology, Sweden) 23. Quantitative risk management for construction (Prof Kalle Kahkönen, Technical Research Centre (VTT), Finland) 24. Concentration ratios in the construction market (Silvio Sancilio, Giuseppe Dibari and Nicola Costantino, Politecnico di Bari, Italy and Prof Roberto Pietroforte, Worcester Polytechnic Institute, USA) 25. Value-based award mechanisms (Marco Dreschler and Prof Hennes de Ridder, Delft University of Technology, The Netherlands)

Facilities Management sets out a new framework for the discipline of facilities management which challenges many of the norms and which sets out new methods for optimising the performance of a business. Successful facilities managers need a range of skills and need to be able to devise a range of innovative strategies for the future of the organisations in which they work. This new book follows on directly from Keith Alexander's ground-breaking textbook Facilities Management and focuses on four new themes which have been identified as keys to the new strategy: organisational change and learning, innovation, performance and the knowledge workplace. Keith Alexander is Professor of Facilities Management and Director of the Centre for Facilities Management at the University of Salford, Greater Manchester, UK. Jan Brochner is Professor of Organisation of Construction, specialising in Facilities Management, at Chalmers University of Technology in Goteborg, Sweden Brian Atkin is Programme Director for the Swedish national construction R&D programme, Competitive Building, and a Director of Atkin Research & Development Limited, a specialist consultancy. Tore I Haugeb is Professor of Architectural Management at the Norwegian University of Science and Technology, NTNU. Part One: Organisational Change and Learning Part Two: Innovation and the Innovative Workplace Part Three: Performance Part Four: Towards Knowledge Workplaces

The importance of effective facility management in enabling organizations to function efficiently is widely recognized. The fourth edition of Total Facility Management offers a comprehensive treatment of what facility management means to owners, operators, tenants, facility managers and professional advisors, as well as containing advice on how facilities can be better managed from a number of perspectives. It consolidates current best practice, defines and develops emergent areas and offers a pathway for the future development of facility management. The facility management body of knowledge now benefits from the publication of several national and international standards, none of which were available when earlier editions of the book were published. The opportunity has been taken to modify the structure and content of this new edition to align it with these standards to provide readers and their organizations with a comprehensive treatment of the subject. Greater emphasis has been given to facility planning, especially the briefing stage in the design of a new or refurbished facility; design for operability; stakeholder management; outsourcing; procurement; transition; performance management; environmental management; sustainability; maintenance management; information management and building information modelling (BIM). Throughout the book, the links between facility management practice and the organisation's business objectives are emphasised. Readers worldwide will find this fourth edition a valuable and thought-provoking blend of the principles and practice of facility management.

The importance of effective facility management in enabling organizations to function efficiently is widely recognized. The fourth edition of Total Facility Management offers a comprehensive treatment of what facility management means to owners, operators, tenants, facility managers and professional advisors, as well as containing advice on how facilities can be better managed from a number of perspectives. It consolidates current best practice, defines and develops emergent areas and offers a pathway for the future development of facility management.The facility management body of knowledge now benefits from the publication of several national and international standards, none of which were available when earlier editions of the book were published. The opportunity has been taken to modify the structure and content of this new edition to align it with these standards to provide readers and their organizations with a comprehensive treatment of the subject. Greater emphasis has been given to facility planning, especially the briefing stage in the design of a new or refurbished facility; design for operability; stakeholder management; outsourcing; procurement; transition; performance management; environmental management; sustainability; maintenance management; information management and building information modelling (BIM). Throughout the book, the links between facility management practice and the organisation's business objectives are emphasised.Readers worldwide will find this fourth edition a valuable and thought-provoking blend of the principles and practice of facility management.

The construction process has come under intense scrutiny in recent times and this is set to continue as building owners and users demand better value for money from a more sustainable built environment. The construction sector's actors are responding to the challenges implicit in this drive for greater competitiveness and social responsibility. New forms of procurement, innovation programmes, knowledge management, CAD-supported processes, predictive and diagnostic tools, and many more initiatives are helping to transform the sector. Construction Process Improvement showcases 21 examples of how directed efforts are being taken to raise productivity and quality, reduce waste and costs, and provide more certain and durable products for the sector's customers. Each example is the subject of a closely coupled collaborative project in which answers are being sought on matters of strategic importance to companies. The chapters that describe and discuss these projects balance state-of-the-art reviews with details of the work being undertaken and, in many cases, the results that are being implemented within the companies. Construction Process Improvement deals with issues that matter to best practice companies and researchers in industry and universities. It covers, amongst other topics, modularisation for manufactured housing, life cycle methods in housing, commercial buildings and services installations, tools and techniques for performance prediction and diagnostics, coordination of design and production processes, novel use of traditional materials, new forms of procurement and the role of innovation, public private partnerships, partnering structures, learning organisations, management of major refurbishment, management information systems, TQM and continuous improvement, CAAD methodology, tools and 4-D CAD, and facilities management. This book analyses the way forward for improving the construction process, in particular the links between research and development and industrial competitiveness. The implementation of new methods and thinking in companies is examined and important advice for senior managers and researchers is offered.

Purpose - The purpose of this paper is to identify critical barriers to partnering, as perceived by construction clients, and the specific measures that are taken to overcome them during implementation.Design methodology approach - Empirical data were collected through a survey study of 87 professional construction clients in Sweden.Findings - Clients regard the most critical barriers as those attributable to cultural and organisational aspects. The analysis also shows that clients' perceptions of these barriers do not, in fact, affect their procurement procedures. Two-thirds of clients in the survey wish to increase cooperation with actors in the belief that it will favour project success. Their intention does not have any bearing on their procurement and project management procedures, which are still aligned to competitive bidding. Two potential reasons for this inconsistency are discussed: clients may be unaware of how their procurement procedures affect cooperation, and or the individual decision maker may not have strong enough incentives to start using new and less familiar procurement procedures even though they are potentially more suitable than traditional procedures.Research limitations implications - The quantitative data are limited to clients' perceptions of barriers to partnering; a contractor perspective is not included in the survey.Practical implications - The research results can serve as an alert for construction clients that their procurement procedures need to be adapted if they want to achieve the move towards increased cooperation that they say they do.Originality value - This paper offers a unique analysis of the correlations between desired outcome in the form of increased cooperation, and actual behaviour in the form of procurement procedures.