FM policies and standards as a knowledge management system

Deployment and effectiveness of a series of property and facilities management (FM) policies and standards is examined from a knowledge management perspective. Does that give a better basis for effective deployment than a view of policy as driven by experts interpreting business need? A survey of the perceptions of users concerning the need for, and the deployment in practice of, standards reveals four factors which appear to correlate with the steps of the knowledge creation process suggested by Nonaka and Takeuchi. The authors believe this to be the first demonstration of FM conceptualised in such a manner. Adopting a more socially orientated approach which maximises the individual’s input to the knowledge creation process, should lead to improved quality of codified knowledge, and improvement in both customer satisfaction levels and deployment in practice of standards.

[1]  D. Teece.  Research Directions for Knowledge Management , 1998 .

[2]  F. Peter,et al.  THE INFORMATION EXECUTIVES TRULY NEED , 1992 .

[3]  Ashok Jashapara,et al.  Towards positive partnering: Revealing the realities in the construction industry , 1997 .

[4]  Bodo B. Schlegelmilch,et al.  Taking the Fear out of Data Analysis , 1998, J. Oper. Res. Soc..

[5]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[6]  Carl Frappaolo,et al.  Smart Things to Know About, Knowledge Management , 2001 .

[7]  A. N. Oppenheim.  Questionnaire Design and Attitude Measurement , 1966 .

[8]  Karl-Erik Sveiby.  The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets , 1997 .

[9]  Peter F. Drucker,et al.  The Information That Executives Truly Need , 1995 .

[10]  R. McAdam,et al.  Creating the Knowledge-Based Business , 1998 .

[11]  M. Polanyi.  Chapter 7 – The Tacit Dimension , 1997 .

[12]  P. McLennan,et al.  Intellectual capital: future competitive advantage for facility management , 2000 .

[13]  Robert M. Grant,et al.  The knowledge-based view of the firm: Implications for management practice , 1997 .

[14]  Nikos A. Salingaros,et al.  The Role of Private and Public Spaces in Knowledge Management , 2000 .

[15]  P. Johnson-Laird.  Mental models , 1989 .

[16]  K. Eisenhardt,et al.  PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS , 1995 .

[17]  Carla O'Dell,et al.  If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice , 1998 .

[18]  Laurie J. Bassi.  Harnessing the power of intellectual capital , 1997 .

[19]  H. D. Thomas,et al.  SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS , 1998 .

[20]  J. Emig,et al.  The Web of Meaning , 1983 .

[21]  Carla O'Dell,et al.  If Only We Knew What We Know , 1998 .

[22]  Bev Nutt,et al.  Four competing futures for facility management , 2000 .

[23]  Rodney McAdam,et al.  A CRITICAL REVIEW OF KNOWLEDGE MANAGEMENT MODELS , 1999 .

[24]  R. Jowell,et al.  Survey Research Practice. , 1977 .

[25]  Roger Bennett,et al.  Organisational factors and knowledge management within large marketing departments: an empirical study , 1999, J. Knowl. Manag..