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This study aims to ascertain the forms of social enterprises created for public services and the dimensions of community-based management of public facilities. It seeks to understand how community-based facilities management (CbFM) can apply to the management of public services created by social enterprises in developing communities.

The study examines research studies on CbFM through a scoping review of papers published between 1997 and 2022.

The scoping review revealed that there are five dimensions of CbFM for developing communities: CbFM, urban facilities management, sustainable CbFM, urban infrastructure management and management of community hubs. It also revealed that social enterprises have been used to manage services, and for social inclusion, and to increase the efficiency of tangible infrastructure in communities.

The scoping review included literature from 1997 to 2022 to understand the development trends in CbFM in developing communities. It is possible that literature from a broader timeframe could have produced more in-depth understanding of the subject investigated.

The paper articulates a framework of CbFM models for public services in developing communities and developed a database of the relevant studies, which can further guide future researchers, stakeholders and policymakers in this area.

The comprehensive review produced a framework for community management of public services. It also identified that there is a paucity of literature on social infrastructure. It highlighted the need for skillsets to support community-based enterprises. There are limited studies that touch on the development of performance indicators for developing communities.

The purpose of this paper is to examine the user satisfaction dimensions at the Newtown Junction shopping mall to improve its performance.

Users of the Newtown Junction shopping mall were surveyed and the results were analysed using mean scores, principal components and regression analysis.

The study identified user satisfaction dimensions as “facilities management”, “design using Newtown principles”, “cultural transmission”, “utility functionality”, “accessibility”, “human factors” and “hotel access”. The dimensions extracted using principal component analysis were better predictors of performance than those of the literature.

The study sample is from the Newtown Junction Mall in the Newtown precinct, Johannesburg, South Africa. The results may not be generalisable to all Newtown shopping malls.

The results will be useful for improving the marketing and operations of shopping malls in similar Newtown in South Africa. A Newtown shopping mall is more attractive to users who want to learn about African culture actively. In addition, the mall’s design and access to other parts of its mixed-used development, which are major complementary places of interest in the precinct, make it attractive to shoppers and tourists.

There are limited studies defining Newtown dimensions in a shopping mall.

This study aims to comprehensively examine the respiratory infection prevention and control measures used in South African workplaces, particularly in the context of facilities management (FM), during the 2020–2022 pandemic.

The present research involved pre-crafted semi-structured interviews conducted by University of the Witwatersrand students with FM heads in Johannesburg, South Africa. Recurrent themes were generated using NVIVO software and analysed using frequencies, word counts and word clouds.

This study identified 119 measures and placed these into two broad categories. Twelve critical measures were found. These measures were further validated by five FM experts, separate from FM heads, who cross-referenced them with WHO guidelines, enhancing the credibility of the findings. Subsequently, challenges with implementing these measures were explored.

The findings have direct relevance to the work of FM professionals, as they suggest that applying timely and comprehensive infection prevention and control measures can help employees to safely continue to work or return to the workplace during any future epidemic outbreaks.

Thus far, limited studies have explored critical measures used to prevent and control COVID-19 in the workplaces of developing countries during the 2020–2022 pandemic.

Donor-conceived (DC) offspring raised in lesbian-parent and heterosexual-parent families have different historical chronologies, which are clusters of events that provide frameworks for shaping contemporary views of sperm donors and donor siblings. Using surveys collected by the Donor Sibling Registry (DSR), the largest U.S. web-based registry, we found that DC offspring from different family forms have somewhat different views about meeting both the donor and donor siblings. In general, all offspring are curious about the donor. All offspring want to know what the donor looks like and they believe that even minimal contact will help them understand themselves better. However, when compared to offspring from heterosexual-parent families, offspring from lesbian-parent families are less likely to want to have contact with the donor. For offspring from lesbian-parent families, donor conception is considered a normal and accepted part of family life and the donor is deemed irrelevant to the family’s construction. Especially among those who live with two heterosexual parents (where both parents are often assumed to be genetic relatives), offspring want to know the donor because they believe he holds the key to important information that the legal (or social) father cannot provide. Most DC offspring want to meet donor siblings although the interest is somewhat weaker among the offspring in lesbian-parent families. Offspring regard donor siblings as special relations who will not disrupt the natal family and who might even become part of a new kind of “extended family” network.

In the current customer‐centred business environment, organisations are adopting market‐oriented behaviour in an effort to enhance their value creation and delivery capabilities. This study seeks to investigate whether supplier market orientation leads to the creation of superior supplier perceived value and organisational performance. It is contended that supplier perceived value creation mediates the relationship between market orientation and business performance.

A model was developed that places supplier perceived value creation as a mediator of the relationship between market orientation and business performance. The model was tested using structural equation modelling on 244 fresh produce suppliers interviewed in face‐to‐face interviews.

The results indicate that, whilst customer orientation enhances supplier perceived value creation, competitor orientation and interfunctional coordination were negatively associated with it. Supplier perceived value creation had a mediating effect on the link between market orientation and business performance. Additionally, supplier perceived value creation had a negative effect on financial performance, but was positively related to marketing performance.

The study indicates that not all market orientation components lead to positive effects on business performance. For some organisations market orientation can actually reduce business performance. Thus managers should specifically be careful to implement customer orientation as a way of enhancing business performance as the costs may outweigh the benefits.

Limited work has investigated the role of supplier perceived value creation and research has called for empirical work on mediators of the market orientation‐business performance link. The paper adds to existing knowledge by unveiling how supplier market orientation influences their ability to conceptualise supplier delivered value.

This study undertakes to examine the perceived barriers to effective management of live city‐centre building refurbishment projects in the UK. Currently a school of thought posits that refurbishment projects are more unpredictable than new builds. The aim of the study is to identify how, against myriad logistical constraints of city‐centre refurbishment projects, managers endeavour to complete their projects on time.

A total of 38 project managers responsible for large and medium‐scale city‐centre refurbishment projects in Manchester, Preston, Liverpool, Leeds, Sheffield and Nottingham were targeted as participants for the study. The projects were selected on the basis of location. Only live and active projects within a busy shopping centre of a city were targeted.

The study identified, using SPSS and non‐parametric statistical techniques, that the chance of success of planning for live city‐centre projects (LCCP) is impacted by economics, micro traffic flow, the experience of project managers, the share scale of the building form, the availability of specialist refurbishment trades, and how the project itself is linked to the feeder routes to and from the main active shopping areas (MASA). The study concludes that auxiliary skills remain critical to successful project completion; among these is the relationship between local authority agencies and the project team.

The study is unique as it seeks to identify which refurbishment dimensions and challenges are relevant and exclusive to live city‐centre refurbishment projects.

Agenda for Change is the biggest reform of staff pay in the UK National Health Service (NHS) since it began in 1948. As well as introducing a standardised pay structure; it also aims to improve recruitment, retention and staff morale. The aim of this study is to look in‐depth at the experiences and opinions of a range of estates and facilities staff surrounding Agenda for Change during the implementation period.

Focus groups were used as the primary method of data collection in an attempt to tap into the views and opinions of staff working at operational positions in a wide range of trusts.

One of the most important and common themes, which reoccurred throughout the focus groups, was the view that the Agenda for Change framework was designed around the needs of nursing staff. Therefore, the framework did not adequately cater for the needs of estates and facilities staff. Specific concerns related to this included; the role or contribution of estates and facilities staff during patient care was not fairly reflected; trade qualifications were not recognised, particularly in comparison to academic qualifications; members of the job matching panels did not have the appropriate knowledge to make decisions surrounding estates and facilities jobs; nurses were more likely to make progress through the bands than estates and facilities staff.

This paper would be of use to NHS estates and facilities managers who are currently implementing Agenda for Change or as a general case study on change management.