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The purpose of this paper is to provide an overview of the potential use of virtual reality systems in facilities management design solutions.

The approach focuses on the human designer and acknowledges the importance of human input to the design process. The development of a metaphor‐based VR system is reported along with initial field trials, which compare VR with conventional CAD systems.

In the context of facilities management solutions advantages of using VR over CAD are shown and discussed along with strengths, weaknesses and future work.

The literature reviewed is not exhaustive. Many concepts are mentioned and referenced but not explained fully due to space constraints. The research suggests the future use of VR systems in FM solutions.

This paper discusses immersive virtual reality (VR) in support of building design tasks as an innovative tool, enabling more effective facilities management input at the building design phase.

The paper is based on original research. The paper explains and reviews the uses and potential uses of VR systems.

This research examines the importance of a set of underlying variables, such as willingness of the supplier to adapt to the dealer, built‐up relationship bonds, costs of terminating the relationship, level of shared values, formal and informal communication between the participating parties, opportunistic behavior by the supplier and perceived level of satisfaction in the relation‐ship, for achieving high trust and commitment within a supplier‐dealer relationship. Data for the analysis are generated from 114 purchasing managers at Swedish lumber dealers, an industry where collaborative relation‐ships are not very developed, but considered necessary for future success. Methodology is described and results are discussed. Concludes that companies trying to achieve high trust and commitment relationships, should create high satisfaction relationships, by decreasing their opportunistic behavior, adjusting to the needs of the other part, and developing shared values.

This paper collects together quotations and extracts from 19th and 20th century thinkers who were little-known for being supporters of workplace democracy.

It is predicted that micromanagement may become a growing workplace concern post-Covid-19, with managers grappling for control in the current hybrid/remote working environment. This will be happening at a time when millennials represent half of the working population. This study contributes to existing literature and provides an overall appreciation of the complexities of micromanagement and how it impacts millennials' followership styles.

A quantitative study was undertaken and a series of hypotheses were tested. The target sample for this research was the millennial cohort aged between 24 and 41. Data were analysed using SPSS.

This paper confirmed that “unfavourable followership styles” consisted of various negative followership reactions such as anxiety, demotivation, dissatisfaction, disengagement, reduction in support for managers, limited upward feedback, team conflict, reduced productivity and innovation due to fear of making mistakes ultimately facilitating a toxic workplace. Essentially, this research validated the notion that in order to create a sustainable organisation post-Covid-19, HR professionals must take proactive measures to mitigate this form of harmful leadership.

Data weaknesses transpire where respondents have never interacted with a micromanager in reality. Therefore, perceived reactions to a hypothetical micromanager may differ from those respondents who were exposed to micromanagers.

A lack of research exists on the intersection of micromanagement and millennials' followership styles and as such this paper bridges that gap.