物業(yè)管理中英文對照外文翻譯文獻(xiàn)

文獻(xiàn)信息：文獻(xiàn)標(biāo)題：PromotingsustainabilityintheUnitedStatesmultifamilypropertymanagementindustry（促進(jìn)美國多戶型住宅物業(yè)管理行業(yè)的可持續(xù)發(fā)展）國外作者：EAHopkins，DCRead，RCGoss文獻(xiàn)出處：《JournalofHousingandtheBuiltEnvironment》,2016,32(2):1-16字?jǐn)?shù)統(tǒng)計(jì)：英文3593單詞，21196字符；中文6168漢字外文文獻(xiàn)：PromotingsustainabilityintheUnitedStatesmultifamilypropertymanagementindustryAbstractEffortstopromoteenvironmentalsustainabilityintherealestateindustrycontinuetoproliferatethroughouttheUnitedStatesinresponsetobotheconomicandsocialforces.Thistrendhasreceivedaconsiderableamountofattentionintheacademicliterature,yetrelativelylittleisknownabouttheimportanceofsustainabilitytothird-partypropertymanagementfirmsoperatinginthemultifamilysectorofthehousingmarket.Forthoseinterestedinpromotingsustainability,animportantquestionthatarisesiswhetherbarrierstoenvironmentally-friendlybusinesspracticescommonlyobservedthroughoutthehousingindustryextendtothemarketforthird-partypropertymanagementservices.Asecondquestionofequalrelevancefocusesondeterminingwhatsustainabilityinitiativesthird-partypropertymanagementfirmsareactuallyusingintheireffortstoprocurenewclientsorretainexistingones.Thequalitativeanalysispresentedinthispaperisoneofthefirsttotheauthors’knowledgetoexplorethird-partypropertymanagers’perceptionsaboutsustainabilityinanattempttoaddresstheaforementionedissues.Thefindingsofthisstudysupporttwooverarchingconclusions.First,sustainabilityisincreasinglybeingpromotedbylarge,third-partypropertymanagementfirmsinthemultifamilyhousingindustry.Nonetheless,numerousbarriersareperceivedtoexistthatmayimpingeuponfutureeffortstoreducetheenvironmentalimpactoftherentalhousingstock.Second,somefirmsappeartobebetterpositionedthanotherstotakeadvantageofsustainabilityinitiativesasaresultofthetypesofpropertiestheymanageandthecharacteristicsoftheownerstheyrepresent.Keywords:Businessstrategy,Environmentalsustainability,Greenbuildings,Multifamilyhousing,Propertymanagement1.IntroductionEffortstopromoteenvironmentalsustainability(hereafter‘‘sustainability’’)intherealestateindustrycontinuetoproliferatethroughouttheUnitedStatesinresponsetobotheconomicandsocialforces.Thistrendhasreceivedaconsiderableamountofattentionintheacademicliterature,yetrelativelylittleisknownabouttheimportanceofsustainabilitytothird-partypropertymanagementfirmsoperatinginthemultifamilysectorofthehousingmarket.Third-partypropertymanagementfirms,definedasthosewhoactivelyengageinthefeemanagementofapartmentcommunitiesinwhichtheydonothaveanownershipinterest,actinanadvisoryroletotheirclientsbyprovidingawidearrayofservices.Theseservicescanincludemarketing,leasing,budgeting,maintenanceandrepairs,staffing,propertypoliciesandprocedures,capitalimprovements,rentcollection,billpayments,establishmentofrentalrates,andresidentrelations.Thisgapintheextantresearchisnoteworthybecausethesefirmsmanagemillionsofapartmentunitsacrossthecountryandthenumbercontinuestogrow.Therearecurrently19.7millionapartmenthomesintheUnitedStatesrepresenting$1.3trilliontotheeconomyandtherecouldbe5millionnewrentalhouseholdsformedby2023(NationalMultifamilyHousingCouncil2015).Third-partypropertymanagementfirmsaretherefore,wellpositionedtoreducetheenvironmentalimpactoftherentalhousingstockiftheyhavetheability,autonomyandinclinationtodosowhenmakingmanagementdecisions.Forthoseinterestedinpromotingsustainability,animportantquestionthatarisesiswhetherbarrierstoenvironmentally-friendlybusinesspracticescommonlyobservedthroughoutthehousingindustryextendtothemarketforthird-partypropertymanagementservices.Notableexamplesincludeareluctancetoembracenewtechnologies,concernsaboutimplementationcosts,skepticismregardingconsumerdemand,andalackofcleardefinitionsandcommunicativeframeworks.Asecondquestionofequalrelevancefocusesondeterminingwhatsustainabilityinitiativesthird-partypropertymanagementfirmsareactuallyusingintheireffortstoprocurenewclientsandretainexistingones.Gainingabetterunderstandingofthesepracticesisanticipatedtoshedlightonwhethersustainabilityagendasareviewedasaneffectivewaytoimprovetheoperationalefficiencyofmultifamilypropertiesorsimplyasameansofsatisfyingthecorporatesocialresponsibilitycommitmentsofinstitutionalrealestateowners.Thequalitativeanalysispresentedinthispaperisoneofthefirsttotheauthors’knowledgetoexplorethird-partypropertymanagers’perceptionsaboutsustainabilityinanattempttoaddresstheaforementionedissues.Aseriesofsemi-structuredinterviewsareconductedwithexecutivesrepresentingsomeofthemostprominentfirmsinthemultifamilyhousingindustrytocompletethetask.Thoseparticipatingintheresearchareaskedtoassesstheimportanceofsustainabilitytotheirclients,aswellastoidentifyanysustainablemanagementpracticescurrentlybeingusedinthebusinessdevelopmentprocesstodifferentiatetheirfirmsfromcompetitors.Thepaperbeginswithadiscussionofthepropertymanager’sroleinpromotingsustainability.Next,consistentbarriersencounteredinimplementationofsustainabilityinitiativesinthehousingandrentalhousingindustriesarereviewed.Anoverviewofthedataandmethodologyusedtoexaminetheextentwhichfirmspromotesustainabilityintheirbusinessdevelopmentprocessispresentednext.Thisisfollowedbyasummaryoftheinterviewresultsandananalysisoftheseresults.Thepaperconcludeswithkeyfindingsofthestudy,researchlimitations,andissuesinneedoffurtheranalysis.2.Thethird-partypropertymanager’sroleinpromotingsustainabilityTherearefourdistinctphasesinthebuildinglifecyclewheredecisionscanbemadetopromoteenvironmentalsustainability:materialmanufacturing,construction,useandmaintenance,andendoflife(Bayeretal.2010).Materialmanufacturingincludesactivitiessuchasmanufacturingrawmaterialsandtransportationofthesebuildingproducts,theconstructionphaseincludestheactivitiesoftheactualbuildingoftheproject,theuseandmaintenancephaseinvolvesmanagingthebuildingoperationssuchasenergyandwaterusageandmaintenanceandrepairs,andtheendoflifephaseoccurswhenthebuildinghasreacheditsendoflifeandisdecommissionedwithmaterialseitherbeingdisposedtolandfillsorbeingrecycledandreused(Bayeretal.2010).Third-partypropertymanagementfirmsdonottypicallyhaveasignificantamountofinfluenceinallofthesephases,buttheyarewell-positionedtoadvocateonbehalfofsustainabilityinitiativesthataffectthewaymultifamilypropertiesareoperatedonceconstructioniscomplete.Itisalsoimportanttonotethattheendoflifestagecanbedelayedbyeffectivemaintenancewhichextendsthebuilding’sphysicallifeandmakesthebuildingmoresustainablydeveloped(Christudason2002).Theextantrealestateliteratureoutlinesanumberofstepsthatcanbetakentoachievetheseobjectives.Someofthemostcommonlycitedpracticesfocusonestablishingclearchannelsofcommunicationbetweenpropertymanagersandtheirclients;modifyingapartmentleasestructurestorealigntheallocationofcostsandbenefitsamongthepartiesinvolved;andinvestinginhumancapitaltoincreaseawarenessofenvironmentalconcerns.Firstandforemost,third-partypropertymanagerscanempowertheownerstheyworkfortomakemoresustainablebusinessdecisionsbyprovidingthemwithinformation.Sincetheseprofessionalscontrolgranulardatameasuringtheoperationalefficiencyoftherealestateassetstheymanage,theycanpotentiallyencourageownerstoinvestincapitalimprovementspromotingresourceconservationandotherenvironmentallyfavorableoutcomesiftheycanclearlyillustratetheresultantfinancialbenefits(Wai-chungLai2006;Kyro¨etal.2012).Propertymanagerscanalsoprovidetheirclientswithinformationabouttherentandsalespremiumsthatcanpotentiallybeachievedasaresultofenvironmentallyfriendlydesignfeaturesandprogramming(Ziebaetal.2013).Multiplestudiesshowthatgreenbuildingsoftencommandhigherrentsandsalespricesthanconventionalbuildings(Eichholtzetal.2010;FuerstandMcAllister2011;Milleretal.2008).Propertymanagerscanalsoadvisetheirclientsabouttheadvantagesofferedbyenvironmentally-friendlyleases.Theprovisionsincludedintheseleasesimposefewdirectcostsonrealestateowners,whilegeneratingenvironmentalbenefitsbyrequiringtenantstoengageinsustainablebehaviorssuchasusingpublictransportation,compostingorparticipatinginrecyclingprograms(Caulfield2015).Forexample,agreenleasecouldincludeanenergyefficiencyupgradeclausewheretenantsagreetohaveincreasedmonthlyrentstocoverthesecosts.Besidestheobviousenvironmentalbenefits,thiscanbemutuallybeneficialtothetenantandownerastheownercanreceiveareturnonhisorherinvestmentandthetenant’soverallrentalexpensescanbeloweredifthemonthlyenergysavingsarehigherthanthemonthlyrentincrease(SPUR2009).Finally,third-partypropertymanagementfirmscanworktoensuresitemanagersandmaintenancestaffareappropriatelytrainedinsustainablepracticesandprocedures.Suchtraininghasbeenshowntoeffecttheprioritiesofrealestatepractitioners,aswellastheircommitmenttosustainability(Kyro¨etal.2012;SahaandPaterson2008;Oladokun2010).Onewaytoimplementthistrainingisthroughanenvironmentalmanagementsystem(EMS).AnEMSisacomprehensiveenvironmentalprogramaddressingenvironmentaltraining,executivemanagementsupport,teamwork,rewards,andempowermentwhilealsodocumentingtheprocessfromcommitmentandpolicytoreviewandimprovement(DailyandHuang2001).Anevenmoreintegratedmethodistotrainstaffonhowsustainabilitymeasuresimpactfinancialperformance.Asmorecompaniesareseeingsustainableeffortsincreaserevenueanddecreaseoperatingcosts(EpsteinandRoy2003),aframeworktoimplementsustainabilityintooperationsanddecisionmakingprocessesishelpful.3.HousingindustrybarriersTheunwillingnesstoembracenewsustainabletechnologiescontinuestopervadethehousingindustry(PinkseandDommisse2009).Onereasonforthisstrugglestemsfromthefactthatmanytechnologicalactivitiesareoutsourced(PinkseandDommisse2009).Furthermore,newtechnologiesarenotbeingembracedduetothequalitativeattributesofsomeofthesenewtechnologies(JaffeandStavins1994).Forexample,thehueofenergyefficientlightbulbscanbelessaestheticallypleasingthanmoretraditionallightbulbs.Anotherreasonforthelackofenergyconservationtechnologyadoptionisthelackofinformationavailable(JaffeandStavins1994;PinkseandDommisse2009;Toole1998).Thislackofinformationcancauseuncertainty.Implementationcostsalsopresentastruggleintheresidentialbuildingsectorwhendecidingonsustainableinitiativesimplementation.Theprincipal-agentproblemremainspersistentthroughouttheliterature.Constructioncompaniesarehesitanttoundertaketheincorporationofenergy-efficienttechnologiesbecausethefinancialbenefactoroflowerutilitybillsaretheend-usersofthebuilding,nottheconstructioncompany(Farrelletal.2007;JaffeandStavins1994).Thesechallenges,coupledwiththefactthatmanycompaniesdonothavethepropersystemsinplacetoevaluatethecostsandbenefitsofsustainablebuildingpractices,compoundstheproblem(EpsteinandRoy2003).Anothermajorobstacletosustainabilityadoptionwithinthehousingindustryisskepticismregardingconsumerdemand.Onereasonforthisskepticismisthelackofinformationprovidedtoretailersandconsumersregardingsustainabilityopportunities.Fromtheretailperspective,knowledgeonnewsustainableproductsisneededjustasmuchasexistingconventionalproductsinordertounderstandbothoptions(Toole1998).Ontheconsumerside,educatinghomebuyersontheadvantagesandconsequencesofsustainabletechnologiescanbehelpfulduringthedecisionmakingprocess(Farrelletal.2007;PinkseandDommisse2009).Anothercauseforthisobstacleisthatconsumersmakedecisionsregardingsustainablefeatures,suchasenergyuse,basedonmorethanjustfinancialconsiderations.Consumers,nomattertheirincomelevel,takeintoaccountthecomfortandconvenienceversusstrictlyfinancialconsiderationswhendecidingontheirenergyuse(Farrelletal.2007).Furthermore,capitalisoftennotavailabletotheendusertoinvestinmoreefficienttechnologies(Farrelletal.2007).4.RentalhousingbarriersAlongwiththeaforementionedbarrierswithinthehousingmarket,therearepotentialbarrierstosustainabilitythatareuniquetotherentalhousingmarket.Leaseprovisionscommonlyusedinthemultifamilyhousingindustryposeaproblembecausetenantsaretypicallyrequiredtopaytheirownutilitybills.Thiscreatesadisincentiveforpropertyownerstoinvestinthingssuchasenergyefficientappliancesandfixturesbecausetheydonotrealizeadirecteconomicbenefitfromtheseinvestmentsunlesstenants’costsavingsarefullycapitalizedintoprevailingrentalrates(Blumsteinetal.1980;Davis2011;Kleinetal.2009;Economidou2014).Althoughsustainabilityactionsimpactcustomers’decisionsandthereforerevenue(EpsteinandRoy2003),themultifamilyhousingmarkethasbeenlargelyoverlooked(Labancaetal.2015).Thetypicalshorter-termleasesinmultifamilyhousing(versuscommercialbuildings)preventtenantsfromparticipatinginsustainabilityprograms(CradduckandWharton2011).Rentalhousingownersandmanagersmaynotrealizethebenefitsoftakingfulladvantageofgreeningmeasures(CarswellandSmith2009).Uncertaintyinimplementationtimeandcosts,longanticipatedpaybackperiodsandtepidmarketdemandfor‘‘green’’apartmentsinsomemarketsamplifytheseconcerns(KrieseandScholz2011;Kyro¨etal.2012;MillerandBuys2008).Incomparisontootherpropertytypes,LEEDcertificationofmultifamilybuildingscantakeapproximatelyfiveextramonths(CarswellandSmith2009).Furthermore,managersbelievethattheeconomicsofsustainabledevelopmentclashwiththeenvironmentalmanagement(Bansal2002)andthecostofsustainablebuildingstendtobeoverestimatedbybuildingprofessionals(KrieseandScholz2011).Whiletenantsrecognizethebenefitsofsustainability,manyarenotwillingtopaysignificantlymoreforit(MillerandBuys2008).Intheaggregate,thesefactorsdiminishthedesirabilityofsustainabilityinitiativesintherentalhousingindustry,whichmayinturndiscouragepropertymanagersfromactivelypromotingsuchendeavors.Anotherpotentialobstacletosustainabilityisthelackofcleardefinitionsandcommunicativeframeworkstoguidemarketparticipants.Realestatedevelopers,propertymanagers,owners,andtenantsfrequentlyhaveverydifferentinterpretationsofwhattheterm‘‘sustainability’’meansfromanenvironmentalperspective(EvansandJones2008;KrieseandScholz2011;Priemus2005).Informationasymmetriesofthistypemayencourageunderinvestmentinsustainablepropertymanagementpracticestotheextentmarketparticipantsrevertbacktoserviceofferingswithmoreclearlydefinedbenefits.5.DataandmethodologyThedatausedtocompletethisstudywascollectedthroughaseriesofinterviewsconductedwithexecutivesrepresentingfirmsontheNationalMultifamilyHousingCouncil’s(NMHC)listofthe‘‘50LargestU.S.ApartmentManagers’’in2015.TheNMHC,whosemissionistoprovideinsight,advocacy,andactioninthemultifamilysector,assistsapartmentindustryleadersandthecommunitiestheyserve.TheNMHCcompilesanannuallistofthe50largestmanagersintheUnitedStatesbyperforminganannualsurvey.The35firmsonthelistofferingthird-partypropertymanagementservicescomprisethepopulationforthestudyathand,astheobjectiveoftheresearchistoexploretheperceptionsofmanagersworkinginthiscapacity.NMHC’sleadershipgraciouslyagreedtocontactseniorexecutivesatthesecompanieswhowereactivelyinvolvedinthetradeorganization.Thisinitialemailcorrespondenceincludedasummaryoftheresearch,aninformedconsentdocumentforthoseinterestedinschedulinganinterview,andanendorsementofthestudy’svaluetothemultifamilyhousingindustry.Seniorexecutivesrepresentingallofthefirmsinthepopulationwerethencontacteddirectlybytheresearchteamviaemailandtelephonetoscheduleinterviews.Atotalof25firmsagreedtoparticipateintheresearch,whichequatedtoasurveyresponserateofapproximately71%.Intervieweesincluded11CEOs/COOs,8executive/seniorvicepresidents,and6vicepresidents.Semi-structuredtelephoneinterviewsapproximately1hindurationwereconductedwithalloftheexecutives.Eachrespondentwasaskedaseriesofopen-endedquestionsaboutavarietyoftopicsofrelevancetothemultifamilypropertymanagementindustry,includingseveralexploringperceptionsaboutsustainabilityinitiatives.Respondentswerespecificallyaskedtodescribetheextenttowhichtheirfirmspromotedsustainabilityinitiativesduringthebusinessdevelopmentprocess,theadvantagestheirclientshopedtoachieve,andanybarrierstosuchinitiatives.Thenatureoftheresearchwarrantedtheuseofopen-endedquestionstoallowbusinesselitestofullyarticulatetheirideasandguidetheflowoftheinterviewinaconversationalmanner(AberbachandRockman2002;Mikecz2012).Anyquestionsthatprovedambiguoustotherespondentscouldalsobeaddressedbytheresearchteaminthissetting(DeWit1996).6.ResultsanddiscussionTheinformationdemonstratesthat60%ofrespondentsareusingsustainabilityasabusinessdevelopmentstrategyinsomeway.Approximately16%ofthefirmsinthesamplepromotebasicwaterconservation,energyefficientlighting,andrecyclinginitiatives;12%activelybrandandmarkettheirsustainabilityeffortstotenants;16%providesustainabilityrecommendationsandadvisoryservicestotheirclientsonaconsistentbasis;and16%conductcomprehensiveenvironmentalevaluationsofallpropertiesundermanagementasamatterofcourse.Theremaining40%ofthefirmsinthesamplearenotpromotingsustainabilityasabusinessdevelopmentstrategy.Whileoverhalfofthecompaniesaredoingsomethingwithinthesustainabilityinitiativearena,40%ofcompaniesarenotparticipating.Thisisinterestingbecausemanyofthesecompanies,bothparticipatorsandnon-participators,managethesametypesofproperties,onbehalfofthesametypesofclients,inthesamegeographicareas.Thissuggeststhereisatleastsomedisagreementastothebenefitsthatcanbederivedfromsustainabilityinitiatives.Thefirmsinthesampleareactingonthisperceptualdifferencesinsignificantways,asseveralhaverelativelystrongsustainabilityconsultingcapabilitiesinplace.7.Conclusions,limitations,andrecommendationsThepurposeofthisstudyistoexplorewhetherlargethird-partypropertymanagersareutilizingsustainabilityasabusinessdevelopmentstrategy;andifso,toidentifythevariousinitiativesbeingimplemented.Theresultssuggestamajorityofthethird-partypropertymanagersrepresentedinthesampleareleveragingsustainabilitytowinbusiness.However,significantvariabilityexistsinthestrategiesadopted.Initiativesadoptedbythefirmsinthesamplefallonacontinuumfromratherbasiceffortstoencourageresourceconservationandrecyclingtomuchmoreexpansiveendeavorsinvolvingcomprehensiveenvironmentalauditsofallpropertiesundermanagement.With40%ofrespondentsnotpromotingsustainabilityasameansofprocuringbusinessandvaryingrangesofinitiatives,itisclearthatbarrierspersistinthepursuitofsustainableinitiativeimplementations.Variousbarrierstoenvironmentally-friendlybusinesspracticesseenthroughoutthehousingindustryextendtothemarketforthird-partypropertymanagementservices.Theseincludeconcernsaboutimplementationcosts,skepticismregardingconsumerdemand,andlackofcleardefinitionsandcommunicativeframeworks.However,reluctancetoembracenewtechnologieswasnotseenasabarrierinthisstudy;whichsuggeststhatthisbarriersdoesnotextendtothemarketforthird-partypropertymanagementservices.Furthermore,inefficientleasestructuresareseenasauniquebarriertosustainabilityinitiativeswithinthethird-partypropertymanagementsectorasillustratedinthisstudy.Alimitationofthisstudyisthattherewerevoluntarystudyparticipantssharingtheirviewsonsustainabilitywithintheirfirmandthethirdpartypropertymanagementindustry.Anotherlimitationisthatthefindingscanonlybegeneralizedtothelargestfirmsinthecountry.Additionally,propertymanagementpracticesarerapidlyevolvinginresponsetomarketdemandsotheinformationinthisstudycanbecomeobsoleteinarelativelyshortperiodoftime.Lastly,thisstudyfocusesstrictlyonthirdpartypropertymanagementcompanieswhichhavelimitedabilitytoimplementsustainabilityinitiativesinlightofpropertyownerdesires.Thisstudysuggeststhereisatleastsomedisagreementastothebenefitsthatcanbederivedfromsustainabilityinitiatives.Inordertoaddresstheinformationgapwithinthepropertymanagementindustry,educationandtrainingarerecommended.Introducingsustainabilityintothehousingcurriculumwithininstitutionsofhighereducationcanbeonewaytoeducatethefuturepropertymanagementworkforce(ParrottandEmmel2001).Anotherwaytoeducatepropertymanagerstomoresuccessfullyascertainandconsiderinnovationinformationistoestablishprocedures,norms,andappropriatestaff(Toole1998).AsToole(1998)notesthatemployeesinthehousingindustryneedtobejustasknowledgeableaboutnewproductsasexistingproducts,theresearchteamoffersthatthiscanbeadaptedtothemultifamilypropertymanagementsectorsothattheirbusinessdevelopmentstrategyincludesinformationonsustainableinitiatives.Thiscanbedonebytrainingemployeesonvarioussustainabilityinitiativeswhichcanempowerthem.Continuingtorefinetheterm‘‘sustainability’’asitrelatestothethirdpartypropertymanagementindustrywillbehelpful,asitappearstohavedifferentmeaningsinthethirdpartypropertymanagementindustry.Thismaybeproblematicbecauseownersandtenantsdonotnecessarilyknowwhattheygetwhentheyworkwithapropertymanagementfirm.Greaterclarityandconsistencyisneededtoaddressthisinformationasymmetry.Itisrecommendedthattradeorganizationsparticipateinthedevelopmentofauniversalchecklisttomakethetransferofinformationeasiertomanage.Furthermore,lifecyclevaluationassessment(LCVA)canbeincorporatedintothisuniversalchecklisttoassistfirmswithunderstandingsustainabilityinitiativecostandbenefitimplicationsthroughafullbuildinglifecycle(EpsteinandRoy2003).Thiscanhelpmanagersmeasurefutureaswellasdaytodayperformance(EpsteinandRoy2003).Seriousattentionshouldbedevotedtoexploringresidentialleasestructuresthatbetterincentivizepropertyownersforinvestinginsustainabledesignandprogramming.Thiscanperhapsbeaccomplishedbycreatingavenuesforinformationsharingbetweenpropertyownersandmanagerstocreateamoreintegratedapproach.Additionally,summoningtradeorganizationparticipationinthedevelopmentofanewstandardizedleasestructurecanbehelpfultomakethetransfertothisnewstructureeasier.Inconclusion,theresultsofthisstudydemonstratetheneedforresearchexaminingbestpracticesinsustainablepropertymanagementthatcanbeadoptedbyawidevarietyoffirmstoimprovethefinancialperformanceoftheassetstheyoperate,whilesimultaneouslyencouragingresourceconservationandtheresponsibleuseofland.Creatinganddisseminatingthistypeofinformationisanticipatedtohelpthemultifamilyhousingindustrymovetotheforefrontofsustainability.中文譯文：促進(jìn)美國多戶型住宅物業(yè)管理行業(yè)的可持續(xù)發(fā)展摘要 在經(jīng)濟(jì)和社會力量的影響下，整個(gè)美國都在致力于促進(jìn)房地產(chǎn)業(yè)環(huán)境的可持續(xù)發(fā)展。這一趨勢在學(xué)術(shù)文獻(xiàn)中引起了相當(dāng)多的關(guān)注，但可持續(xù)發(fā)展的重要性對在房地產(chǎn)市場多戶型住宅領(lǐng)域運(yùn)作的第三方物業(yè)管理公司來說，卻知之甚少。對于那些致力于可持續(xù)發(fā)展的人來說，一個(gè)重要的問題是整個(gè)住房行普觀到的保業(yè)行的礙否會伸第三物管服務(wù)場。第二個(gè)具有同等重要性的問題集中在第三方物業(yè)管理公司在爭取新客戶或保留現(xiàn)有客戶的努力中實(shí)際采用了哪些可持續(xù)性措施上。本文提出的定性分析是作者首次探索第三方物業(yè)管理公司對可持續(xù)性的看法，試圖解決上述問題。這項(xiàng)研究的結(jié)果支持兩個(gè)主要結(jié)論。首先，多戶型住宅行業(yè)的大型第三方物業(yè)管理公司正在日益促進(jìn)可持續(xù)發(fā)展。盡管如此，人們?nèi)匀徽J(rèn)為存在很多障礙，可能會阻未來降低租賃住房存量對環(huán)境影響的努力。其次，由于管理的物業(yè)類型和業(yè)主特征，一些物業(yè)公司可能會比其他公司更適合利用可持續(xù)性措施。關(guān)鍵詞：商業(yè)戰(zhàn)略，環(huán)境可持續(xù)性，綠色建筑，多戶型住宅，物業(yè)管理1.引言在經(jīng)濟(jì)和社會力量的影響下，整個(gè)美國都在致力于促進(jìn)房地產(chǎn)業(yè)環(huán)境的可持續(xù)發(fā)展（以下稱“可持續(xù)性但可持續(xù)發(fā)展的重要性對在房地產(chǎn)市場多戶型住宅領(lǐng)域運(yùn)作的第三方物業(yè)管理公司來說，卻知之甚少。第三方物業(yè)管理公司，是指那些積極參與公寓社區(qū)的費(fèi)用管理，沒有公寓的所有權(quán)權(quán)益，通過提供廣泛的服務(wù)對他們的業(yè)主起到咨詢作用的公司。這些服務(wù)可以包括市場營銷、租賃、預(yù)算、維護(hù)和修理、人員配置、房地產(chǎn)政策和程序、資本改進(jìn)、租金收繳、賬單支付、租金費(fèi)率的建立以及居民關(guān)系?，F(xiàn)有研究中的這一空白值得關(guān)注，因?yàn)檫@些公司管理著全國數(shù)1,9701.32023500（國家多戶型住房協(xié)會，2015樣的能力、自主性和傾向性，則有利于減少租賃住房的環(huán)境影響。對于那些致力于可持續(xù)發(fā)展的人來說，一個(gè)重要的問題是整個(gè)住房行業(yè)普遍觀察到的環(huán)保商業(yè)行為的障礙是否會延伸到第三方物業(yè)管理服務(wù)市場。值得關(guān)注的事例包括不愿接受新技術(shù)，對實(shí)施成本的擔(dān)憂，對消費(fèi)者需求的懷疑，以及缺乏明確的定義和溝通框架。第二個(gè)具有同等重要性的問題集中在第三方物業(yè)管理公司在爭取新客戶或保留現(xiàn)有客戶的努力中實(shí)際采用了哪些可持續(xù)性措施上。更深入地了解這些措施，預(yù)計(jì)將有助于闡明：可持續(xù)發(fā)展議程是被視為提高多戶型住宅物業(yè)運(yùn)營效率的有效途徑，還是僅僅被當(dāng)作滿足房地產(chǎn)業(yè)主的企業(yè)社會責(zé)任承諾的一種手段。本文提出的定性分析是作者首次探索第三方物業(yè)管理公司對可持續(xù)性的看法，試圖解決上述問題。為完成任務(wù)，與多戶型住宅行業(yè)中一些最著名公司的高管進(jìn)行了一系列半結(jié)構(gòu)化訪談。要求參與研究的人員評估可持續(xù)發(fā)展對其客戶的重要性，以及確定目前在業(yè)務(wù)發(fā)展過程中使用的任何有別于競爭對手的可持續(xù)管理做法。本文首先討論了物業(yè)管理公司在促進(jìn)可持續(xù)性方面的作用。其次，對在住房和房屋租賃行業(yè)實(shí)施可持續(xù)性舉措中所遇到的一致障礙進(jìn)行了審查。然后，概述了用于檢查企業(yè)在業(yè)務(wù)發(fā)展過程中促進(jìn)可持續(xù)性的數(shù)據(jù)和方法。接下來，總結(jié)了訪談結(jié)果以及對這些結(jié)果的分析。最后，本文總結(jié)了本研究的主要結(jié)論、研究局限以及有待進(jìn)一步分析的問題。2.第三方物業(yè)管理公司在促進(jìn)可持續(xù)發(fā)展中的作用段：材料制造，建造，使用和維護(hù)，生命終止（Bayer，2010。材料制造包括生產(chǎn)原材料和運(yùn)輸這些建筑產(chǎn)品等活動；建造階段包括項(xiàng)目實(shí)際建設(shè)的活垃圾填埋場，或被回收再利用（Bayer，2010。在所有這些階段，第三方物業(yè)管理公司通常都不會產(chǎn)生很大影響力，但他們可以很好地倡導(dǎo)可持續(xù)發(fā)展的舉措，這些舉措會影響施工完成后的多戶型住宅的運(yùn)營方式。還需要指出的是，通過有效的維護(hù)，可以延長建筑的物理壽命，使建筑更加可持續(xù)地發(fā)展，從而延緩其生命的終止（Christudason，2002現(xiàn)這些目標(biāo)可以采取的一些步驟。一些最常用的做法包括在物業(yè)管理公司與客戶之間建立暢通的溝通渠道；修改公寓租賃結(jié)構(gòu)，重新調(diào)整所涉各方的成本和收益分配；投資人力資本以提高對環(huán)境問題的認(rèn)識。首先，第三方物業(yè)管理經(jīng)理可以通過向業(yè)主提供信息，促使業(yè)主做出更可持續(xù)的商業(yè)決策。由于這些專業(yè)人士掌握著衡量他們管理的房地產(chǎn)資產(chǎn)運(yùn)營效率的細(xì)粒度數(shù)據(jù)，因此，如果他們能夠清楚地說明所產(chǎn)生的經(jīng)濟(jì)效益，他們就有可能鼓勵(lì)業(yè)主投資于資本改進(jìn)，以促進(jìn)資源保護(hù)和其他有利于環(huán)境的結(jié)果（Wai-chungLai，2006；Kyro¨等，2012。物業(yè)管理公司還可以向客戶提供由于環(huán)境友好的設(shè)計(jì)特點(diǎn)和規(guī)劃而可能實(shí)現(xiàn)的租金和銷售溢價(jià)的信息（Zieba2013。多項(xiàng)研究表明，綠色建筑的租金和銷售價(jià)格往往高于傳統(tǒng)建筑（Eichholtz，2010；Fuers