Organisation of FM in relation to core business

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Abstract

The purpose of this chapter is to clarify the relationships between support functions and core busi-ness and which forms of relationships are seen as most appropriate for strategic and operational support functions. The results are based on literature studies and a case about DR conducted in 2004 as part of a MBA thesis, when I was deputy project director in the building client function for DR’s new headquarters DR City (DR Byen).
The starting point for the research was theoretical reflections on the value chain in relation to FM based on the theory of Michael Porter, which since the mid 1990’s has had huge influence on management thinking, and which also formed the basis for the management model for FM in the first European FM standard, see chapter B.17. Porter presents a generic value chain as a big arrow-shaped box divided into primary activities in the bottom half and support activities in the upper half. The pointed right end of the box has a slice marked “Margin”.
Original languageEnglish
Title of host publicationFacilities Management Models, Methods and Tools
PublisherRoutledge
Publication date2019
ChapterB32
Publication statusPublished - 2019

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