To read this content please select one of the options below:

Initiatives to integrate operational knowledge in design: a building client perspective

Helle Lohmann Rasmussen (Department of Management Engineering, Technical University of Denmark, Lyngby, Denmark)
Per Anker Jensen (Department of Management Engineering, Technical University of Denmark, Lyngby, Denmark)
Susanne Balslev Nielsen (Oslo Metropolitan University, Oslo Business School, Oslo, Norway)
Anders Højen Kristiansen (NNE A/S, Copenhagen, Denmark)


ISSN: 0263-2772

Article publication date: 14 February 2019

Issue publication date: 12 July 2019




This paper aims to focus on deliberate actions by the building client to integrate knowledge of facilities management, in particular building operation, in design and construction of sustainable facilities. Examples of current practices are studied to answer the following questions: Which initiatives to enable operational friendly and sustainable buildings are currently used by building clients in Denmark? Which initiatives could be appropriate to use in the future, and which parties are in the best position to implement the various initiatives?


The study is a hermeneutic multi-method study, which consists of a review of former research, a case study and a survey. It starts with theoretical background based on earlier research with the aim to identify initiatives to ensure the use of operational knowledge in building design. Hereafter, the paper presents, analyses and discusses two studies: a case study of current practices at a university campus organisation and a survey of five swimming facilities. All cases are from Denmark.


In all, 31 initiatives to enable use of operational knowledge in building design were initially identified. In the case study, 11 additional initiatives were found. The case study and the survey of swimming facilities show different degrees of implementation, varying from 18 to 31 initiatives implemented. However, the studies show that introducing the initiatives is not sufficient; it takes deliberate actions to get the initiatives well implemented. Within the building client organisation, three main actors should care for implementing the initiatives: Top management, building client division and operation division.


Research-based literature on practices in relation to knowledge transfer from operation to design is limited. This paper provides insights into deliberate efforts on transferring knowledge from operation to design among Danish building clients.



Rasmussen, H.L., Jensen, P.A., Nielsen, S.B. and Kristiansen, A.H. (2019), "Initiatives to integrate operational knowledge in design: a building client perspective", Facilities, Vol. 37 No. 11/12, pp. 799-812.



Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

Related articles