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Tracing workplace knowledge in ‘network service organisations’

Tracing workplace knowledge in ‘network service organisations’ Centralised workplace and decentralised facilities management organisations combine several interacting functions. The purpose of this paper is to examine the workplace service environment from a ‘network organisation’ perspective comprising workplace knowledge‐holder roles that have both formal and informal connections. This paper proposes that the core business customers, in‐house and outsourced service providers, and the contract managers have a similar need to interact and learn from each other and presents a framework for ‘network service organisations’ to describe their changing collaborative roles. First, the customer interfaces of workplace networks are identified. Secondly, a theoretical framework for a network service organisation is presented, followed by a section on creating centres of excellence for workplace knowledge. Thirdly, a generic governance model for network collaboration is introduced. The aim of the paper is to increase knowledge about understanding and managing network relations in the new workplace environment. The paper ends with a discussion on limitations to formal cooperation and the need for further research on informal relationships within these networks. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Facilities Management Emerald Publishing

Tracing workplace knowledge in ‘network service organisations’

Journal of Facilities Management , Volume 2 (2): 17 – Apr 1, 2003

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References (26)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
1472-5967
DOI
10.1108/14725960410808186
Publisher site
See Article on Publisher Site

Abstract

Centralised workplace and decentralised facilities management organisations combine several interacting functions. The purpose of this paper is to examine the workplace service environment from a ‘network organisation’ perspective comprising workplace knowledge‐holder roles that have both formal and informal connections. This paper proposes that the core business customers, in‐house and outsourced service providers, and the contract managers have a similar need to interact and learn from each other and presents a framework for ‘network service organisations’ to describe their changing collaborative roles. First, the customer interfaces of workplace networks are identified. Secondly, a theoretical framework for a network service organisation is presented, followed by a section on creating centres of excellence for workplace knowledge. Thirdly, a generic governance model for network collaboration is introduced. The aim of the paper is to increase knowledge about understanding and managing network relations in the new workplace environment. The paper ends with a discussion on limitations to formal cooperation and the need for further research on informal relationships within these networks.

Journal

Journal of Facilities ManagementEmerald Publishing

Published: Apr 1, 2003

Keywords: Workplace organisations; Business support services; Network organisation; Centres of excellence

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