Ingenieur Vol. 74 Ingenieur Vol 72, April-June 2018 - Page 70

INGENIEUR knowledge towards improved organisational performance in asset and facilities management. SUMMARY Efforts to enhance the awareness, commitment, capacity and competence in best practices of Asset and Facilities Management of all parties involved are important. The head of the agency or the top management in every Ministry must be aware and committed to effective asset management. A thorough understanding of Asset Management by staff at the level of strategic management, tactical management and operations, is required for the management of their assets so as to achieve high organisational performance and provide a high return on Government investments. REFERENCE Bae, J. & Lawler, J.J., 2000. Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy. The Academy of Management Journal, 43(3), pp.502– 517. Kang, S.-C. & Snell, S. a., 2009. Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management. Journal of Management Studies, 46(1), pp.65–92. March, J.G., 1991. Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), pp.71–87. Myeda, N.E. & Pitt, M., 2014. Facilities management in Malaysia: Understanding the development and practice. Facilities, 32(9/10), pp.490–508. Nonaka, I. & Takeuchi, H., 1995. The Knowledge- Creating Company : How Japanese companies create the dynamics of innovation, New York: NY:Oxford University Press. Peltier, J.W., Zahay, D. & Lehmann, D.R., 2013. Organizational Learning and CRM Success: A Model for Linking Organizational Practices, Customer Data Quality, and Performance. Journal of Interactive Marketing, 27(1), pp.1–13. Bhatt, G.D., 2000. Organizing knowledge in the knowledge development cycle. Journal of Knowledge Management, 4(1), pp.15–26. Sabherwal, R. & Becerra-Fernandez, I., 2003. An Empirical Study of the Effect of Knowledge Management Processes at Individual, Group, and Organizational Levels*. Decision Sciences, 34(2), pp.225–260. Brown, S.L. & Eisenhardt, K.M., 1997. The Art of Continuous Change : Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly, 42(1), pp.1–34. Santos-Vijande, M.L., López-Sánchez, J.Á. & Trespalacios, J.A., 2012. How organizational learning affects a firm’s flexibility, competitive strategy, and performance. Journal of Business Research, 65(8), pp.1079–1089. Eisenhardt, K.M. & Martin, J. a., 2000. Dynamic capabilities: what are they? Strategic Management Journal, 21(10–11), pp.1105–1121. Tee K  ˈ^X][[[ZX\X[]Y\΂H]\H[ZXܛٛ[][ۜو \Z[XJB[\\H\ܛX[K]YXX[Y[Y[\[   LNx$LL \]^KK\KK [[[XY Kˋ MKX[]HX[Y[Y[ۛYH][Y[[X[^\XNYY[YH[][]HX[Y\X[\][KX[]Y\ K̊K Nx$LN [X\^[X[˓ ]]KKKK L ][Y[وX[]Y\X[Y[Y[[X[^\XK\[وX[]Y\X[Y[Y[  JK x$ K N MHTS RSBSH L•YXK \[ˈ Y[K NNMˈSSRPTPSUQTSUQPPSQSQS ]YXX[Y[Y[\[  N K Lx$L˂K [\ˑˋ [X\]HX\[˜[H]][ۈو[[ZX\X[]Y\˂ܙ[^][ۈY[K L K x$LK