Penerapan Model Manajemen Pengetahuan pada Sektor Pemerintahan (Studi Kasus: Bappeda Cianjur)

2021 ◽  
Vol 5 (2) ◽  
pp. 72
Author(s):  
Bramantiyo Eko Putro ◽  
Ajizah Nurhiqmah
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Effect Size ◽  
Management Practices ◽  
Development Planning ◽  
Positive Influence ◽  
Government Sector ◽  
Knowledge Management Practices ◽  
The Government ◽  
Adoption Intention

BAPPEDA is a regional government supporting element that has the task of assisting the Mayor in determining policies in the field of development planning in the regions and their evaluation and implementation. Regional Development Planning Bodies are formed based on the needs, developments and advances in the Government Sector as well as current technological advances, in order to assist regional governments in implementing development, especially in the Government Sector. This research was conducted to determine what factors influence the application of knowledge management at BAPPEDA and what factors are most important in the application of knowledge management at BAPPEDA. Knowledge management is important to be applied to an organization, as well as BAPPEDA needs to apply knowledge management to conduct training and education to improve employee performance. Data were collected by distributing questionnaires directly to 50 respondents of Bappeda employees. The variables in the study were strategic planning, organizational structure, organizational culture, management support, perceived benefits, user ease of use, mimetic pressure, information technology infrastructure, adoption intention, knowledge management practices, organizational learning and non-financial performance. This research model was tested empirically using the SEM method with the help of PLS-SEM software. The results showed that the variables of organizational culture and adoption intention had a positive influence on knowledge management practices. Knowledge management practice variables have a positive influence on organizational learning variables and organizational learning has a significant positive effect on non-financial performance. Badan Perencanaan Pembangunan Daerah dibentuk berdasarkan kebutuhan, perkembangan dan kemajuan di bidang Pemerintahan serta kemajuan teknologi dalam rangka membantu pemerintah daerah melaksanakan pembangunan. Manajemen pengetahuan penting untuk diterapkan pada suatu organisasi, begitu juga dengan BAPPEDA perlu menerapkan manajemen pengetahuan untuk melakukan pelatihan dan pendidikan untuk menyempurnakan kinerja pegawainya. Berdasarkan hasil wawancara, pemanfaatan sistem manajemen pengetahuan yang belum maksimal oleh pegawai Bappeda membuat tidak tercapainya tujuan organisasi. Penelitian ini dilakukan untuk mengetahui faktor apa saja yang mempengaruhi penerapan manajemen pengetahuan di BAPPEDA dan faktor apa yang paling penting dalam penerapan manajemen pengetahuan di BAPPEDA. Pengambilan data dilakukan dengan cara penyebaran kuesioner secara langsung terhadap 50 responden pegawai Bappeda. Variabel dalam penelitian adalah perencanaan strategi, struktur organisasi, budaya organisasi, dukungan manajemen, manfaat yang dirasakan, kemudahan pengguna, tekanan mimetik, infrastruktur teknologi informasi, niat adopsi, praktik manajemen pengetahuan, pembelajaran organisasi dan kinerja non-keuangan. Model penelitian ini diuji secara empiris dengan menggunakan metode SEM dengan bantuan software PLS-SEM. Hasil penelitian menunjukkan variabel budaya organisasi dengan effect size 0,383 dan niat adopsi memiliki pengaruh positif  dengan effect size 0,553 terhadap praktik manajemen pengetahuan. Variabel praktik manajemen pengetahuan memberikan pengaruh positif dengan effect size 0,672 terhadap variabel pembelajaran organisasi dan pembelajaran organisasi memiliki pengaruh positif dengan effect size 0,650 yang signifikan terhadap kinerja non-keuangan. Faktor yang paling penting dalam penerapan manajemen pengetahuan di Bappeda dan berdampak pada kinerja adalah pembelajaran organisasi dengan nilai effect size sebesar 0,732.

scholarly journals Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

2017 ◽  
Vol 8 (3) ◽  
pp. 281-292 ◽  
Author(s):  
Ade Irma Susanty ◽  
Madihah Salwa
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Management Practices ◽  
Positive Contribution ◽  
Indonesian Government ◽  
Strategic Implementation ◽  
Knowledge Management Practices ◽  
The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

Sign in / Sign up

Export Citation Format

Share Document