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PurposeThe purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.Design/methodology/approachData were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.FindingsThe findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.Practical implicationsThese findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.Originality/valueThe value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.

Organizational change is an initiative to transition from a current state to a desired future state, where the initiatives can be either planned or unplanned, based on motivational factors. This study evaluates the impact of organizational characteristics and change management strategies adopted by facility management (FM) professionals to implement planned and unplanned changes due to internal and external factors. The implementation of new or innovative workplace strategies (i.e., flexible workspace) were considered as planned changes, whereas changes implemented at facilities in response to the COVID-19 pandemic were considered as unplanned changes (e.g., remote working, safety protocols, etc.). The research team adopted multiple survey-based methodologies to collect information on planned and unplanned change management experiences from FM professionals and employees across the world. Through the help of an FM association, more than 1,500 responses were collected from organizations across 60 different countries. Using machine learning algorithms and other statistical concepts, the research team was able to identify the impact of key organizational attributes, change characteristics, and change management strategies responsible for the successful implementation and adoption of planned or unplanned change initiatives. The research findings provide industry specific recommendations for FM professionals to guide workplace change management efforts and improve the likelihood of successful change adoption within a built environment. With the limited availability of academic research on facility change management, this research can also assist professionals from a variety of occupations (e.g., design, development, human resources, real estate, and other leadership functions) to deliver successful change adoption, for both planned and unplanned change initiatives.

State transportation agencies (STAs) implement countless transportation products that are identified, evaluated, and accepted through a Product Evaluation Program (PEP). Through an effective PEP, STAs can ensure the continuous availability of high performance products to be used on various construction and maintenance projects. STAs are encouraged to constantly monitor and update an Approved or Qualified Product List (APL or QPL, respectively). The purpose of this study was to assess the current state of practice of PEPs throughout transportations departments in the United States. The researcher analyzed flowcharts, product application forms, and standard operating procedures, and also conducted an extensive academic literature related to the subject. A survey was then developed and distributed to all 50 DOTs (56% response rate). Follow-up interviews were conducted with about half of the respondents. Data was collected on PEP staffing levels, satisfaction, size of approved product lists, annual budgets, and more. The study found that, in general, PEPs lack priority, consistency, and coordination. Statistical analyses revealed that agencies dedicating equal time toward both phases of evaluation (initial product application review and technical product review) have achieved the highest satisfaction levels for PEP communication and performance. An optimal PEP management model is proposed, and includes a modified product application form, past performance survey (where applicable), and revised product evaluation form.