Purpose: This paper aims to investigate the theoretical and practical links between digital twin (DT) application in heritage facilities management (HFM) from a life cycle management perspective and to signpost the future development directions of DT in HFM.Design/methodology/approach: This state-of-the-art review was conducted using a systematic literature review method. Inclusive and exclusive criteria were identified and used to retrieve relevant literature from renowned literature databases. Shortlisted publications were analysed using the VOSviewer software and then critically reviewed to reveal the status quo of research in the subject area.Findings: The review results show that DT has been mainly adopted to support decision-making on conservation approach and method selection, performance monitoring and prediction, maintenance strategies design and development, and energy evaluation and management. Although many researchers attempted to develop DT models for part of a heritage building at component or system level and test the models using real-life cases, their works were constrained by availability of empirical data. Furthermore, data capture approaches, data acquisition methods and modelling with multi-source data are found to be the existing challenges of DT application in HFM.Originality/value: In a broader sense, this study contributes to the field of engineering, construction and architectural management by providing an overview of how DT has been applied to support management activities throughout the building life cycle. For the HFM practice, a DT-cum-heritage building information modelling (HBIM) framework was developed to illustrate how DT can be integrated with HBIM to facilitate future DT application in HFM. The overall implication of this study is that it reveals the potential of heritage DT in facilitating HFM in the urban development context.

Purpose: Triggered by public concerns over office workplace safety during the COVID-19 pandemic, this study sheds light on the office workplace environment and aims to investigate how organisations respond to forces from the external environment (impacted by the COVID-19 pandemic) and how they modify their office workplace management strategically and operationally to suit the stakeholders’ needs and future development in the post COVID-19 period.Design/methodology/approach: A desktop study was conducted to provide the framework for the in-depth interviews with five corporate real estate (CRE) managers and three workplace consultants. Thematic analysis including coding technique was adopted to analyse the qualitative data.Findings: The findings show that during the COVID-19 pandemic, most of the intended and implemented office workplace modifications are mainly related to two types of risk control: administrative control and personal protection. At a strategic level, organisations react to the external forces by re-modelling their businesses and working towards re-orienting their CRE strategies, such as portfolio transformation, agile portfolio strategies and redesign of the office workplace, etc.Originality/value: This is a topical and timely study that presents the general practice of office workplace modification during the COVID-19 pandemic, as well as the related CRE management (CREM) strategies developed for the new normal. The findings obtained through in-depth interviews have well supported the CREM strategic alignment theory. It is foreseen that office workplace management will encounter other challenges due to uncertainties of the COVID-19 pandemic. The findings of this study provide a practical lens to look at the future changes of office workplace environment.

Whereas the use of specific smart technologies in various sectors of the tourism industry has been under greater scrutiny in recent years, research that investigates tourists’ acceptance of smart technologies applied as a whole to hotels is largely underexplored. To address this shortfall, a study with a focus on tourists’ acceptance of experience-enhancement smart technologies has been conducted. A technology acceptance model based conceptual framework was developed, followed by a series of interviews with the managerial staff of ten hotels in Hong Kong that adopt experience-enhancement smart technologies. Based on the interview findings, a questionnaire was designed for use in a survey in which data were collected face-to-face from 312 tourists. Structural equation modelling was utilised to reveal the interrelationships between nine technology acceptance parameters. This study contributes knowledge to both real-world practice and research in tourism management.