TY - JOUR
T1 - Implementing organisational change in a digitalising facilities management organisation through stewardship interventions
AU - Johannes, Koos
AU - Voordijk, Hans
AU - Wakkee, Ingrid
AU - Aranda-Mena, Guillermo
N1 - Funding Information:
When digital data volumes increased, the senior manager of the asset management team (follower), at the same time, wanted the contractors to use the data definitions provided by the university but also learn from the main contractor’s expertise and experience (, trigger #1). A managerial frame for collaboration in a relationship network (trigger #2) was provided by the F&AM director (leader). The senior manager of the asset management team transformed the problem of incompatible data definitions into a change opportunity through his understanding of this relationship network (trigger #3,4). He engaged teams from both the FM organisation and the contractor in a series of meetings over several months (trigger #6,7) to discuss asset hierarchies; the naming of conventions for mechanical, electrical, hydraulic and other assets; and cost allocation units. This went as far as detailing and defining the data hierarchies, formats and syntax. The output of this process was a detailed list of asset terms and definitions. Managerial support was provided by the F&AM director (leader) who relationally and motivationally supported his employees. In working with his team, he deployed “you-time” (trigger #5,8):
Publisher Copyright:
© 2022, Emerald Publishing Limited.
PY - 2022/5/25
Y1 - 2022/5/25
N2 - Purpose: While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights into the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change. Design/methodology/approach: A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method. Findings: The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared with intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research. Practical implications: The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change. Originality/value: Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
AB - Purpose: While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights into the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change. Design/methodology/approach: A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method. Findings: The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared with intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research. Practical implications: The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change. Originality/value: Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
KW - Case study
KW - Digitalisation
KW - Intrapreneurship
KW - Maintenance
KW - Organisational change
KW - Stewardship
KW - NLA
UR - http://www.scopus.com/inward/record.url?scp=85130989919&partnerID=8YFLogxK
U2 - 10.1108/JFM-11-2021-0139
DO - 10.1108/JFM-11-2021-0139
M3 - Article
AN - SCOPUS:85130989919
JO - Journal of Facilities Management
JF - Journal of Facilities Management
SN - 1472-5967
ER -