物业管理中英文对照外文翻译文献

文献信息：文献标题：PromotingsustainabilityintheUnitedStatesmultifamilypropertymanagementindustry（促进美国多户型住宅物业管理行业的可持续发展）国外作者：EAHopkins，DCRead，RCGoss文献出处：《JournalofHousingandtheBuiltEnvironment》,2016,32(2):1-16字数统计：英文3593单词，21196字符；中文6168汉字外文文献：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.中文译文：促进美国多户型住宅物业管理行业的可持续发展摘要 在经济和社会力量的影响下，整个美国都在致力于促进房地产业环境的可持续发展。这一趋势在学术文献中引起了相当多的关注，但可持续发展的重要性对在房地产市场多户型住宅领域运作的第三方物业管理公司来说，却知之甚少。对于那些致力于可持续发展的人来说，一个重要的问题是整个住房行普观到的保业行的碍否会伸第三物管服务场。第二个具有同等重要性的问题集中在第三方物业管理公司在争取新客户或保留现有客户的努力中实际采用了哪些可持续性措施上。本文提出的定性分析是作者首次探索第三方物业管理公司对可持续性的看法，试图解决上述问题。这项研究的结果支持两个主要结论。首先，多户型住宅行业的大型第三方物业管理公司正在日益促进可持续发展。尽管如此，人们仍然认为存在很多障碍，可能会阻未来降低租赁住房存量对环境影响的努力。其次，由于管理的物业类型和业主特征，一些物业公司可能会比其他公司更适合利用可持续性措施。关键词：商业战略，环境可持续性，绿色建筑，多户型住宅，物业管理1.引言在经济和社会力量的影响下，整个美国都在致力于促进房地产业环境的可持续发展（以下称“可持续性但可持续发展的重要性对在房地产市场多户型住宅领域运作的第三方物业管理公司来说，却知之甚少。第三方物业管理公司，是指那些积极参与公寓社区的费用管理，没有公寓的所有权权益，通过提供广泛的服务对他们的业主起到咨询作用的公司。这些服务可以包括市场营销、租赁、预算、维护和修理、人员配置、房地产政策和程序、资本改进、租金收缴、账单支付、租金费率的建立以及居民关系。现有研究中的这一空白值得关注，因为这些公司管理着全国数1,9701.32023500（国家多户型住房协会，2015样的能力、自主性和倾向性，则有利于减少租赁住房的环境影响。对于那些致力于可持续发展的人来说，一个重要的问题是整个住房行业普遍观察到的环保商业行为的障碍是否会延伸到第三方物业管理服务市场。值得关注的事例包括不愿接受新技术，对实施成本的担忧，对消费者需求的怀疑，以及缺乏明确的定义和沟通框架。第二个具有同等重要性的问题集中在第三方物业管理公司在争取新客户或保留现有客户的努力中实际采用了哪些可持续性措施上。更深入地了解这些措施，预计将有助于阐明：可持续发展议程是被视为提高多户型住宅物业运营效率的有效途径，还是仅仅被当作满足房地产业主的企业社会责任承诺的一种手段。本文提出的定性分析是作者首次探索第三方物业管理公司对可持续性的看法，试图解决上述问题。为完成任务，与多户型住宅行业中一些最著名公司的高管进行了一系列半结构化访谈。要求参与研究的人员评估可持续发展对其客户的重要性，以及确定目前在业务发展过程中使用的任何有别于竞争对手的可持续管理做法。本文首先讨论了物业管理公司在促进可持续性方面的作用。其次，对在住房和房屋租赁行业实施可持续性举措中所遇到的一致障碍进行了审查。然后，概述了用于检查企业在业务发展过程中促进可持续性的数据和方法。接下来，总结了访谈结果以及对这些结果的分析。最后，本文总结了本研究的主要结论、研究局限以及有待进一步分析的问题。2.第三方物业管理公司在促进可持续发展中的作用段：材料制造，建造，使用和维护，生命终止（Bayer，2010。材料制造包括生产原材料和运输这些建筑产品等活动；建造阶段包括项目实际建设的活垃圾填埋场，或被回收再利用（Bayer，2010。在所有这些阶段，第三方物业管理公司通常都不会产生很大影响力，但他们可以很好地倡导可持续发展的举措，这些举措会影响施工完成后的多户型住宅的运营方式。还需要指出的是，通过有效的维护，可以延长建筑的物理寿命，使建筑更加可持续地发展，从而延缓其生命的终止（Christudason，2002现这些目标可以采取的一些步骤。一些最常用的做法包括在物业管理公司与客户之间建立畅通的沟通渠道；修改公寓租赁结构，重新调整所涉各方的成本和收益分配；投资人力资本以提高对环境问题的认识。首先，第三方物业管理经理可以通过向业主提供信息，促使业主做出更可持续的商业决策。由于这些专业人士掌握着衡量他们管理的房地产资产运营效率的细粒度数据，因此，如果他们能够清楚地说明所产生的经济效益，他们就有可能鼓励业主投资于资本改进，以促进资源保护和其他有利于环境的结果（Wai-chungLai，2006；Kyro¨等，2012。物业管理公司还可以向客户提供由于环境友好的设计特点和规划而可能实现的租金和销售溢价的信息（Zieba2013。多项研究表明，绿色建筑的租金和销售价格往往高于传统建筑（Eichholtz，2010；Fuers