Impact of Knowledge Sharing Determinants on Improving Performance of Facilities Management

The delivery process for facilities management (FM) is critical during operational and maintenance stages when it ensures that all facilities are at their best performance in support of organization business operation. Since this stage takes place in a very complex and uncertain environment, an effective approach must be used to ensure successful FM. Most organization know of the importance of knowledge sharing (KS) to organizational performance; thus, the main purpose of this research is to examine the impact of KS determinants on improving performance of FM. The primary method used in this research was a deductive approach that strategically used a questionnaire survey technique to collect data. A set of questionnaires was developed and distributed to targeted respondents who were directly involved in FM operations. The response rate from these surveys was high at 74%. Data were analyzed using structural equation modelling and SmartPLS 3.0 software. Results showed that working culture, staff attitude, motivation to share and opportunities to share had significant impacts on improving performance of FM operations, while the nature of knowledge to share did not significantly impact FM operational performance. Thus, this research proposed a KS model for improving FM operations.

Determinants; Facilities management; Improving performance; Knowledge sharing; Operational performance

In this study, the significant impact of KS determinants on improving FM operational performance was identified. Four hypotheses (i.e., WC, SA, MV, and OP) had a significant impact on improving FM performance, but the hypothesis for NK was not accepted and had no significant impact on improving FM performance. Therefore, FM organizations could implement KS more strategically to improve operational performance. Since this study was exploratory, it is suggested that a longitudinal research approach should be used for future research focused on the definite effects of KS after incentive or encouragement to improve organizational performance management based on the hypotheses is implemented.

This research was part of ongoing PhD research at the Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA, Cawangan Perak and funded under Geran Insentif Khas Penyeliaan Perak. The authors would like to express their deepest gratitude to the Faculty of Architecture, Planning and Surveying and the Universiti Teknologi MARA, Cawangan Perak.

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