1,720,984 research outputs found
L’evoluzione del Facility Management. Verso l’integrazione dei servizi non core e degli attori coinvolti
No full textNegli ultimi decenni il Facility Management (FM) ha subito una continua evoluzione sia come pratica di gestione integrata dei processi aziendali non core, che nella gamma di servizi proposti. Con il trascorrere del tempo il FM ha ricoperto non solo l’ambito tecnico-funzionale dei servizi non core legati al patrimonio immobiliare, ma anche quello tecnico-amministrativo, senza però mai giungere ad occuparsi della gestione strategico-finanziaria. L’evoluzione di tale pratica è stata definita Total Facility Management o Integrated Facility Management, in contrapposizione con il Real Estate Management, che trae invece le sue origini proprio dalla gestione globale (strategica e operativa) dei beni immobili. L’evoluzione nelle pratiche gestionali delle imprese che operano nel settore del FM porta inoltre ad una sempre maggiore integrazione nei servizi erogati e nell’interazione cliente-erogatore dei servizi
A performance Measurement System for Facility Management: the Case Study of a Medical Service Authority
No full textPurpose – This study sets out to introduce an innovative performance measurement system (PMS)
for business process outsourcing in facility management (FM) industry and analyse, comprehend and
explain the main criticalities in the relationship among the actors involved in an outsourcing non core
services contract, which is typical of the FM business sector. The aim of the tool is to improve
performances and enhance their integration towards a partnership.
Design/methodology/approach – A case study research has been carried out on a medical service
authority and on its FM service provider in order to investigate, understand and explain the main
criticalities in their relationships. Starting from a literature analysis on empirical applications of PMS,
an adaptation of a balanced scorecard (BSC) has been realized to exceed the criticalities of the case
study and to propose a PMS for facility management.
Findings – As highlighted in the case study, the need for an improved actors’ partnership has been
fulfilled through an innovative approach, i.e. a performance measurement system which shares some
indicators among FM service provider and customer.
Research limitations/implications – The limitation of this research lies in the fact that PMS has
been designed from a single case study. Despite this fact, the PMS can be easily adapted for wide
applications inside the FM business sector.
Practical implications – The PMS allows a better integration and coordination of the actors
involved in an outsourcing services contract. It could be implemented in FM software tools.
Originality/value – The proposed performance measurement system is an innovative integration
between the balanced scorecard and service balanced scorecard (SBC) for the facility management
service industry. Furthermore, it shares some indicators which solve the main criticalities in the
relationships among the actors involved in an outsourcing services contract and enhance partnershi
Knowledge Management Cycle: classification, proposal and test
No full textPurpose – Providing a wide literature analysis about Knowledge Management (KM) cycle and propose one starting from a new approach: the material conservation law. Testing the KM cycle with a case study in order to understand the implications that this perspective can hold to the management of knowledge.
Design/methodology/approach – The present research adopts the descriptive case study research design. The study case approach allows to undertake an investigation that maintain the holistic and significant characteristics of the organization.
Originality/value – The new approach used to design the KM cycle is the material conservation law although the authors’ consciousness that knowledge and classical resources have very different properties. The KM cycle proposed is based on nine phases and allows to understand which are the more evident phases managed inside the organization and to propose a classification of KM tools.
Practical implications – The KM cycle can be used to analyze the tools and practices adopted by the organization to manage knowledge. Enterprises could understand, from an alternative perspective, their own organization and find out strengths and weakness in the knowledge processes.
Understanding which are the most and less important KM phases for the organization could be useful to orientate a conscious management of knowledge
How can lean tools support the innovation process of SMEs?
No full textPurpose: Adopting lean principles can unleash several opportunities for firms seeking to increase the efficiency and effectiveness of their product development (PD) process. This study aims to investigate the implementation paths of lean tools in the innovation process of small and medium-sized enterprises (SMEs). Design/methodology/approach: A set of 47 lean tools are identified from the literature and ascribed to the five lean thinking principles, i.e. Value, Map, Flow, Pull and Perfection. Their practical adoption – in terms of “when” and “how” – is then explored in a multiple case study of three SMEs in the manufacturing industry. Findings: SMEs adopt multiple lean tools in different phases of their innovation process. They are still at the beginning of the holistic adoption of lean PD, but some core lean tools, such as A3 reports and visual management, are adopted systematically. Results reveal that specific sets of lean tools and supporting principles are more valuable in certain phases of SMEs innovation process. Specifically, the lean tools concerning the principle of Value and Map can enable the phases of Innovation inputs, Concept development and Solution implementation; the ones ascribed to Flow and Pull the phases of Concept development, Testing and experimentation, and Solution implementation; the Perfection tools to the final phases of Testing and experimentation, Solution implementation and Market introduction. Practical implications: Results provide a reference for SMEs already adopting lean tools in their production process to be extended to the PD process, especially when the delivery of new products is pivotal. Innovative SMEs could evaluate the introduction of specific lean tools in one or more definite phases of their PD process. Originality/value: The study contributes to the literature on the complementarity between lean and innovation by studying the context of SMEs with a process perspective, thus unveiling the potential paths of a widespread application of lean innovation in SMEs
La guida del sole 24 ore al knowledge management
No full textL'importanza della conoscenza nella competizione tra imprese è materia ormai ampiamente riconosciuta. Il knowledge management è il filone della teoria manageriale dedicato allo studio della conoscenza come fonte di vantaggio competitivo per le imprese. Il modello di conoscenza che appartiene ad un'organizzazione o ad un'impresa non vale "niente" se non diventa concreta fonte di valore. Il know-how possiede infatti scarso valore se non è trasformato in prodotti e/o servizi e viceversa possiede un valore "vitale" quando è alla base di un efficace modello di business. La Guida al knowledge management si propone di indagare le modalità attraverso cui la conoscenza assume un reale valore, ovvero quando viene trasformata in prodotti e/o servizi vendibili. Detenere delle conoscenze è una condizione necessaria, ma non sufficiente per competere ed avere successo nel business
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
A performance measurement system for facility management: The case study of a medical service authority
No full textPurpose - This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend and explain the main criticalities in the relationship among the actors involved in an outsourcing non core services contract, which is typical of the FM business sector. The aim of the tool is to improve performances and enhance their integration towards a partnership. Design/methodology/approach - A case study research has been carried out on a medical service authority and on its FM service provider in order to investigate, understand and explain the main criticalities in their relationships. Starting from a literature analysis on empirical applications of PMS, an adaptation of a balanced scorecard (BSC) has been realized to exceed the criticalities of the case study and to propose a PMS for facility management. Findings - As highlighted in the case study, the need for an improved actors' partnership has been fulfilled through an innovative approach, i.e. a performance measurement system which shares some indicators among FM service provider and customer. Research limitations/implications - The limitation of this research lies in the fact that PMS has been designed from a single case study. Despite this fact, the PMS can be easily adapted for wide applications inside the FM business sector. Practical implications - The PMS allows a better integration and coordination of the actors involved in an outsourcing services contract. It could be implemented in FM software tools. Originality/value - The proposed performance measurement system is an innovative integration between the balanced scorecard and service balanced scorecard (SBC) for the facility management service industry. Furthermore, it shares some indicators which solve the main criticalities in the relationships among the actors involved in an outsourcing services contract and enhance partnership. © Emerald Group Publishing Limited
A Taxonomy of the outsourced services industry: towards a definition of facility management
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