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Ka Leung Lok (Lawrence), Ph.D., MIET, is a Distinguished Professor at the National Research Base of Intelligent Manufacturing Service of Chongqing Technology and Business University, China. Lawrence was awarded his Ph.D. from the School of Built Environment of the University of Salford. He earned his BSc (Honours) in Building from the City University of Hong Kong and his MBA in Construction and Real Estate from the University of Reading. Professionally, Lawrence is developing as a consultant, lecturer and manager in the field of construction and real estate. His research interests are in the areas of facilities management outsourcing relationships and relevant ISO series.
In 2015, the United Nations (UN) adopted the 2030 agenda for Sustainable Development, which set out 17 Sustainable Development Goals (SDGs), 169 targets and 231 unique indicators as a significant initiative towards socio-economic development. The SDGs provide the construction industry with a new lens through which global needs and desires can be translated into business solutions. This paper explores the role of the construction industry in achieving the 2030 Sustainable Development Goals. The paper uses an explanatory sequential design with an initial quantitative instrument phase, followed by a qualitative data collection phase. Following a comparative review of the literature on the 17 SDGs, a questionnaire was designed and administered among 130 respondents, and 105 responses were received. These data were then validated through semi-structured interviews with 16 sustainable construction experts. Data obtained from the semi-structured validation interviews were analysed through side-by-side comparisons of the qualitative data with the quantitative data. The findings show that the construction industry has a critical role in achieving almost all the 17 SDGs. The roles were, however, prevalent in 10 key SDGs, namely: sustainable cities and communities (SDG 11); climate action (SDG 13); clean water and sanitation (SDG 6); responsible consumption and production (SDG 12); industry, innovation and infrastructure (SDG 9); life on land (biodiversity) (SDG 15); gender equality (SDG 5); good health and well-being (SDG 3); affordable and clean energy (SDG 7); decent work and economic growth (SDG 8). The study confirmed the role played by the construction industry in achieving these SDGs. The findings from this study provide further insights into the ever-increasing state-of-the-art regarding the construction industry’s role in achieving Sustainable Development Goals.
Wenmei Fei; Alex Opoku; Kofi Agyekum; James Anthony Oppon; Vian Ahmed; Charles Chen; Ka Leung Lok. The Critical Role of the Construction Industry in Achieving the Sustainable Development Goals (SDGs): Delivering Projects for the Common Good. Sustainability 2021, 13, 9112 .
AMA StyleWenmei Fei, Alex Opoku, Kofi Agyekum, James Anthony Oppon, Vian Ahmed, Charles Chen, Ka Leung Lok. The Critical Role of the Construction Industry in Achieving the Sustainable Development Goals (SDGs): Delivering Projects for the Common Good. Sustainability. 2021; 13 (16):9112.
Chicago/Turabian StyleWenmei Fei; Alex Opoku; Kofi Agyekum; James Anthony Oppon; Vian Ahmed; Charles Chen; Ka Leung Lok. 2021. "The Critical Role of the Construction Industry in Achieving the Sustainable Development Goals (SDGs): Delivering Projects for the Common Good." Sustainability 13, no. 16: 9112.
(1) Background: Generally, firms are reluctant to report outsourcing failures, no matter what industry they operate within. To eliminate poor performance of outsourced service providers, it is necessary to establish a specific outsourcing relationship model for facilities management (FM). The purpose of this paper is to study the concept of outsourcing relationships in relation to FM and to investigate the design of the critical success factors on sustainable outsourcing strategies through a discussion of four dimensions (ownership of FM assets, control of FM assets, competitive position and long-term plan). (2) Methods: Based on two questionnaire surveys, data were collected from 38 clients and 34 service providers. The study evaluated the FM outsourcing strategies from critical success factors in educational facilities in Hong Kong. (3) Results: This study explains the impact of FM outsourcing strategies on Hong Kong’s four commonly outsourced FM contracts including building maintenance, security, cleaning and catering from the clients’ and service providers’ point of view. (4) Conclusions: This is the outsourcing way forward in order to create a better working environment conducive for all the parties that would result in better sustainability of FM’s future and thus impact the economic objectives of sustainable development, in parallel with adding social and environmental value.
Ka Lok; Andrew Smith; Alex Opoku; Charles Chen. The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities. Sustainability 2021, 13, 8156 .
AMA StyleKa Lok, Andrew Smith, Alex Opoku, Charles Chen. The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities. Sustainability. 2021; 13 (15):8156.
Chicago/Turabian StyleKa Lok; Andrew Smith; Alex Opoku; Charles Chen. 2021. "The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities." Sustainability 13, no. 15: 8156.
The Contingency Outsourcing Relationship (CORE) model originated from the Four Outsourcing Relationship Types (FORT) model; the CORE model is used in the globalized Facility Management (FM) industry, while the FORT model is originally used in the global information technology industry. The purpose of this paper is to thoroughly analyse the simulated case studies of the four different categories (i.e., in-house, technical expertise, commitment and common goals) of the CORE model from the perspective of the various clients. This study builds on the previous work on the outsourcing relationships between a client and a globalized FM service provider. It further explores the application of this model with the aid of artificial neural networks (ANNs) towards a sustainable future. A quantitative methodology through a survey is used to analyse eight outsourcing strategies for the four outsourcing relationships. A set of revised rules of the CORE is introduced and discussed regarding the approaches to investigate the four simulated outsourcing relationship systems. The study further reveals that an interesting understanding of the four outsourcing categories can be systematically and efficiently implemented into the FM outsourcing relationships through the methodology of scientific Artificial Intelligence (AI). It is concluded that FM outsourcing categorization may help to define the appropriate relationships. This further detailed outcome generated from the ANN can be clearly considered a strong and solid reference to define and explain the existing outsourcing relationships between the stakeholders and the service providers with the aim to assign an outsourcing category to the FM relationship between the client and service provider based on the learnt rules.
Ka Lok; Albert So; Alex Opoku; Charles Chen. A Sustainable Facility Management Outsourcing Relationships System: Artificial Neural Networks. Sustainability 2021, 13, 4740 .
AMA StyleKa Lok, Albert So, Alex Opoku, Charles Chen. A Sustainable Facility Management Outsourcing Relationships System: Artificial Neural Networks. Sustainability. 2021; 13 (9):4740.
Chicago/Turabian StyleKa Lok; Albert So; Alex Opoku; Charles Chen. 2021. "A Sustainable Facility Management Outsourcing Relationships System: Artificial Neural Networks." Sustainability 13, no. 9: 4740.
The management problems of Facilities Management (FM) outsourcing relationships occur because of provision of low quality analytical, managerial, cooperative, and professional services. On selection, the ideal service providers for specific FM outsourcing contractual procurement needs is of paramount importance to achieve high quality FM services. This paper aims at reviewing the concept of outsourcing in relation to facilities management and dealing with the importance of outsourcing success. Factors of outsourcing strategies from the perspectives of clients and service providers are examined and analysed through the Delphi technique in Hong Kong. The results reveal four main drivers of FM practice through evaluation of thirty-five outsourcing critical success factors identified by clients and service providers. Evaluation of the critical success factors from FM drivers shows that there is an inclination towards FM competence, measurement of performance, cost effectiveness, etc. from clients, whilst there is an inclination to the core skills, measurement of performance, allocation of human resources, cost effectiveness, customers’ satisfaction, etc. from service providers. The result of the study reveals an interesting understanding that the impact of outsourcing critical success factors can be strategically implemented into the outsourcing strategies in Hong Kong’s FM practice.
Ka Leung Lok; Alex Opoku; David Baldry. Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors. Sustainability 2018, 10, 2292 .
AMA StyleKa Leung Lok, Alex Opoku, David Baldry. Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors. Sustainability. 2018; 10 (7):2292.
Chicago/Turabian StyleKa Leung Lok; Alex Opoku; David Baldry. 2018. "Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors." Sustainability 10, no. 7: 2292.
Purpose The purpose of this paper is to address the structure of the category on client-provider outsourcing relationship in relation to facilities management (FM). The paper aims to rank different outsourcing relationship types according to importance with respect to the four critical FM drivers including co-ordination, quality, competence and adequacy. Design/methodology/approach The survey design and measures operationalising the constructs allow the use of the analytic hierarchy process (AHP), a technique that tests FM outsourcing in a contingent approach such as a decision processing model. In the questionnaire surveys, a series of structured questions is designed. FM experts used the AHP methodology to analyse the FM outsourcing relationship types. Findings The model of the FM outsourcing strategies presented in the paper shows four main FM drivers at FM practice through the priority ratios of outsourcing relationship dimensions for different FM outsourcing contracts as derived by the AHP discussed by clients’ and service providers’ points of views. The result of a survey from the Hong Kong’s higher education industry reveals that the FM service providers can understand the needs of the clients in FM outsourcing contracts, including building maintenance, cleaning and catering. Hence, the service providers’ expected outsourcing performance will be good in these contracts. However, FM service providers do not understand the needs of FM clients in the FM outsourcing security contracts. Thus, the service providers’ expected outsourcing performance in such contracts will be poor. To improve the outsourcing relationships between the FM stakeholders, service providers must understand their clients’ needs to develop appropriate outsourcing strategies. Originality/value Understanding on the demand and supply of FM outsourcing services is now crucial for effective FM on outsourcing relationships between clients and service providers in higher education sector. The examination of current and prediction of future outsourcing relationships between the stakeholders to match the FM services significantly influence FM outsourcing success. This paper provides an intriguing insight into how the demand and supply of FM services can be successfully and strategically implemented into the FM outsourcing relationship in Hong Kong’s universities and tertiary institutions.
Ka Leung Lok; David Baldry. Demand and supply of FM outsourcing services. Journal of Facilities Management 2016, 14, 221 -248.
AMA StyleKa Leung Lok, David Baldry. Demand and supply of FM outsourcing services. Journal of Facilities Management. 2016; 14 (3):221-248.
Chicago/Turabian StyleKa Leung Lok; David Baldry. 2016. "Demand and supply of FM outsourcing services." Journal of Facilities Management 14, no. 3: 221-248.
Purpose – This paper aims to test the nine corollaries concerning the determinants of outsourcing relationship dimensions, strategic manoeuvres, clients’ and service providers’ evaluation regarding outsourcing category and outsourcing relationship types.The paper has the purpose of reviewing the concept of outsourcing in relation to FM, dealing with service providers’ performance and its effect on clients before providing a comprehensive discussion of outsourcing. Design/methodology/approach – A conceptual approach is adopted, suggesting that a study of outsourcing relationship between clients and service providers from these theoretical perspectives is used to develop corollaries about the relationships between the strategic manoeuvres identified and the different dimensions of outsourcing relationship. The corollaries are examined using non-parametric tests. Findings – The model of the facilities management (FM) outsourcing relationships presented in the paper shows performance of outsourcing services through evaluation of outsourcing categories on current and future FM contracts of clients and service providers. As a template of outsourcing relationships, the model is the context for predicting the important outsourcing categories to the future four FM outsourcing contracts, such as building maintenance, security, cleaning and catering. On prediction of those FM contracts, there is an inclination to the types of in-house and technical expertise on category of FM outsourcing relationship types from clients, whilst there is an equal inclination to the type of in-house outsourcing category from service providers. Originality/value – Management on outsourcing relationships between clients and service providers is now essential for effective outsourcing in FM. This paper provides an intriguing insight into how the effect of outsourcing relationships can be strategically implemented into the performance of service providers.
Ka Leung Lok; David Baldry. Facilities management outsourcing relationships in the higher education institutes. Facilities 2015, 33, 819 -848.
AMA StyleKa Leung Lok, David Baldry. Facilities management outsourcing relationships in the higher education institutes. Facilities. 2015; 33 (13/14):819-848.
Chicago/Turabian StyleKa Leung Lok; David Baldry. 2015. "Facilities management outsourcing relationships in the higher education institutes." Facilities 33, no. 13/14: 819-848.