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Today, Condition Based Maintenance (CBM) has reached a sophisticated level in industry and the advantages of predictive maintenance are accepted globally. However, although lots of effort has been put into improving methods and techniques in CBM, most of predictive maintenance programs fail to achieve their predefined goals, which make them financially unjustifiable. In this paper, we argue that organizational factors play a crucial role in CBM implementation by their influence on knowledge sharing processes and the organizational Transactive Memory System (TMS). This proposition has been corroborated by means of a case study within an industrial process plant.