University Space Management Exemplified by Selected European Entities

The rapid changes taking place in the environment of academic institutions (market rules in tertiary education, the greater availability of university education, globalization and internationalization, emergence of knowledge-based societies) force them to adjust to the new environment and to adopt a new approach to management, (Friga, Berris, Sullivan 2003; Jajszczyk 2009; Clarysse, Mosey, Lambrecht 2009; Law, Ho 2009; Amthor, Metzger 2011; Leja 2013), as well as to competition and value creation.

Due to the pressure of their environment, universities have to be more efficient, functional and effective (Antonowicz 2005; Robbins 2008). They are increasingly more and more often expected to be more effective in their work, open to the outside world, and more entrepreneurial (Keast 1995; Etzkovitz, Webster 2000; Etzkovitz 2004; Kirby 2006). Without meeting these expectations, success on the market cannot be achieved.

In many renowned European universities, the strategic role of real estate as an asset creating the value of the entity has long been emphasized. This means that the effective use of space and implementation of a rational space management policy enable the entity to enhance its value and affect its economic condition (Wolski, Załęczna 2011; Konowalczuk, Ramian 2012). The existing space management expertise of foreign universities makes it possible to implement this knowledge in the process of university management in Poland. The basic goal of this paper is to present the nature of the space management process, as well as chief indicators that are used in selected European universities to assess the degree of estate utilization. In other words, space management solutions used outside of Poland will be sought, which can help to resolve the problems of many Polish tertiary institutions.