An assessment model of FM organisational performance

Purpose The purpose of this paper is to improve the existing model developed by Hsu and Sabherwal (2012) by developing a new dimension of the relationships between a group of constructs (knowledge elements, mediating constructs and facility management FM organisational performance) in the model of FM organisational performance. Design/methodology/approach The paper reviews the theoretical studies empirically to all of the knowledge elements (learning culture, intellectual capital and knowledge management) literature, mediating constructs (customer performance, efficiency, innovation and dynamic capabilities) and the organisational performance that relates to FM. Findings The paper identifies the relationships between the knowledge elements, mediating constructs and the FM organisational performance. Subsequently, a proposal of relationships was made to develop the FM organisational performance model. Research limitations/implications The model provides a possible explanation of relationships between the knowledge elements, mediating constructs and the FM organisational performance. Thus, the understanding of the identified relationships will provide a new direction in improving the FM organisational performance. Originality/value Addressing lack of research in identifying the importance of relationships between knowledge and the FM organisational performance, the paper conceptualises the potential relationships into a proposed model. The proposed model integrates with a new mediating construct into the existing research model, which is customer performance. Moreover, knowing that the nature of FM organisation is more towards the non-financial aspects, the paper investigates the nature of the efficiency and organisational performance that is not based on the financial performance, but rather the ability to optimise organisational resources, to achieve organisational goals and customer needs.