Abstract
Marine Geological Institute (MGI) Bandung recognizes that the implementation of Knowledge Management can provide benefits for the achievement of organizational success and sustainability. This study aims to find out how well the implementation of KM is in MGI and measure the significant differences in the implementation of Knowledge Management (KM) based on employee profiles. From the assessment results, the organization can formulate the strategy to improve the implementation of the next KM. This research uses the methods of maturity level model and quantitative descriptive. The focus of this research is the implementation of KM on the important elements of strategy, culture, technology, process, and people. Data were collected by distributing questionnaires to all employees of MGI Bandung. Data were analyzed using the techniques of descriptive statistics and inferential statistics.
 The results of descriptive analysis reveal that the level of KM implementation based on the elements of people, strategy, process, culture and technology are categorized Quantitative Managed. The results also show that based on the characteristics of age, employee grades, working period and education level, there are significant differences in the implementation of KM. Therefore, in implementing KM, the four characteristics of the respondents should be differentiated. The results also have an impact on the development of human capital which refers to the knowledge, competence, experience, and creativity of the workforce as well as their attitudes and motivations.
Highlights
IntroductionOne of the most strategic measures to sustain competitive advantage is knowledge, further more knowledge widely recognised as a strategic asset in improving organisational performance (Salwa and Susanty, 2016)
The understanding of how important it is to develop and maintain a strong company from within in order to be able to continually adapt through rapid and precise responses to all the environmental changes it faces is a crucial thing to do by the company (Mulyadi and Sembiring, 2016).One of the most strategic measures to sustain competitive advantage is knowledge, further more knowledge widely recognised as a strategic asset in improving organisational performance (Salwa and Susanty, 2016)
This study aims to measure how well the implementation of KM is at Marine Geological Institute (MGI) Bandung and to know the significant difference in the implementation of KM based on employee profile, so that the improvement strategy can be conducted for the implementation of Knowledge Management to improve the organizational performance
Summary
One of the most strategic measures to sustain competitive advantage is knowledge, further more knowledge widely recognised as a strategic asset in improving organisational performance (Salwa and Susanty, 2016). Knowledge has a very important role for both short-term and long-term success and sustainability of an organization. Many successful organizations have excellence and uniqueness in terms of knowledge mastery which is actualized very diversely in the form of efficient work processes, more qualified products, excellent service and effective public policy (Nuraini, 2008). Even though some intellectual capitals are transferable, internal knowledge is not copied because knowledge is anchored in peoples’ (employees’) mind. It is obvious that knowledge is slowly becoming the most important factor of production, next to labor, land and capital (Rasula et al, 2012).
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