Authors : Olutope Adeniyi Adewole; Olasunmbo Uberu-Ademakinwa

Volume/Issue : Volume 11 - 2026, Issue 2 - February

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DOI : https://doi.org/10.38124/ijisrt/26feb928

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Abstract : This review interrogates the role of maintenance culture as a determinant of corporate building performance in Abuja, Nigeria, and argues that prevailing reactive practices undermine asset value, operational continuity and occupant wellbeing; guided by four objectives – to conceptualise maintenance culture, diagnose inhibitors to proactive practice in Abuja, assess consequences for performance and users, and evaluate models for reform – the study adopts a narrative literature synthesis of multidisciplinary sources (primarily 2019–2025) and organises findings thematically through lenses of organisational culture and lifecycle asset management. The evidence demonstrates that, in comparison to mature FM systems in developed contexts, Abuja's corporate sector continues to be predominantly reactive. This is due to a combination of factors, including a lack of commitment from leadership, fragmented governance, limited financing, limited adoption of CMMS/IoT, and skill gaps. These factors combine to produce accelerated physical deterioration, frequent service disruptions, higher lifecycle costs, and decreased employee productivity and safety. Total facilities management, computerised maintenance systems, lifecycle costing, public-private partnerships, and capacity building are some of the proposed solutions that promise feasible improvements; nevertheless, the efficacy of these solutions is contingent on institutional reforms that integrate maintenance into corporate strategy, budgeting, and accountability frameworks. It is important to note that the literature demonstrates a gap between technological prescriptions and the desire of organisations to internalise maintenance as strategic governance. Without changes in culture and policy, it is doubtful that technology and funding models alone will result in persistent transformation. The review comes to the conclusion that it is necessary to reposition maintenance as a strategic role that is led by leadership and informed by data. Additionally, it recommends conducting empirical, piloted assessments of integrated FM models in Abuja in order to verify their suitability for transferability and cost-effectiveness.

Keywords : Maintenance Culture, Corporate Buildings, Corporate Organisation, Reactive Maintenance, Proactive Maintenance, Facility Management, Building Performance, Sustainability.

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