Knowledge Management Maturity Level Research Articles

Maturity Assessment of Knowledge Management in the Transition of Organizational Transformation at PT Telkom Indonesia (Persero) Tbk

The telecommunications industry is rapidly and significantly changing due to rising customer demands and digitization. Telecom businesses are exploring new strategies to maintain a competitive advantage. As the biggest telecommunication provider, PT Telkom Indonesia (Persero) Tbk (Telkom) consistently innovates and collaborates to foster a fair digital environment. This drive motivates Telkom to accelerate its transformation and lead Indonesia’s digitalization efforts. During this transformation process, Telkom needs to assess its knowledge management (KM) maturity level. This study will explore Telkom’s KM maturity, highlight gaps, and recommend business solutions. Using a mixed-methods approach, quantitative data were collected from surveys based on the Asian Productivity Organization (APO) framework, while qualitative data were gathered through in-depth interviews. This holistic approach ensures a comprehensive understanding of the key success factors of knowledge management. The research shows that the KM maturity level of Telkom is categorized as the 4th level or refinement level. This level indicates that Telkom’s KM progress aligns with the organization’s vision, mission, objectives, and priorities. However, there is still potential for continuous evaluation and improvement. Based on the data analysis, Telkom can implement several proposed business solutions, informed by 11 key success factors, to enhance the critical programs for organizational transformation.

The development of knowledge management implementation at the Financial and Development Supervisory Agency (BPKP)

The Financial and Development Supervisory Agency (BPKP), a pivotal public sector entity tasked with internal audit functions, recognizes the paramount importance of effectively managing auditors' experience and expertise. This study aims to delineate the Knowledge Management (KM) implementation stages within BPKP, a topic scarcely explored in Indonesian public-sector research. This study uses an abductive approach with a case study method by explaining a series of events over time with theory-based analysis. The results showed that the KM implementation in BPKP was carried out in four stages: preparation at the local level by conducting change management, work culture development, and initial research; implementation at the local level; implementation at the national level with a focus on the development of process, human, and technology aspects; and national development focuses on laying the groundwork for KM culture. There are KM implementation steps carried out by BPKP but not explained in the theory proposition: change management and developing a work culture that supports KM processes, initial research, benchmarking, and KM implementation regulations. BPKP needs to assess the maturity level of KM to determine the focus areas that need to be improved. This study contributes conceptually to KM frameworks tailored for public sector entities.

Knowledge Management Maturity Level of Steel Fabricator Companies in Indonesia

Improving the maturity of knowledge management implementation is considered a promising approach that can help companies to gain a competitive advantage and improve company competitiveness. This study was conducted to evaluate the achievement of the maturity level of knowledge management implementation in steel fabricator companies in Indonesia using the methodology published by the Asian Productivity Organization (APO) in 2020. The evaluation was carried out on 7 steel fabricator companies in Indonesia with a non-random judgmental quota sampling method by distributing questionnaires, each of the question of indicators can be rate from 1 (doing poorly) to 5 (doing very well). Based on the results of the analysis, found that from 7 categories, there are some categories need to be improved, they are "Learning and Innovation", "Knowledge Processes" and "People”. It is found that the maturity level of the application of knowledge management for steel fabricators in Indonesia is at the expansion level, where knowledge management has been implemented but has not been carried out thoroughly in the organization.

Knowledge Management Evaluation Using Digital Capability Maturity Model in Higher Education Institution

In the higher education institutions, they recognize the value of knowledge management (KM) in enhancing organizational performance and productivity. However, the current KM system faces challenges in adapting to modern issues and suffers from inefficient utilization. This paper aims to address these shortcomings by identifying the maturity level of KM using a digital capability maturity model (DCMM). To achieve this objective, data were collected through interviews, questionnaire surveys, and observations, and a descriptive data analysis method was employed. The study utilized the model's eight Business Transformation Management (BTM) disciplines to gain a comprehensive understanding and holistic analysis of digital transformation. The research findings revealed a defined maturity level (Level 3) of Effective Knowledge Worker Digital Capability. This suggests the need for strategic improvements to propel the institution towards a higher level of digital readiness. To elevate the KM maturity level, the paper recommends the development of a web-based Knowledge Management System (KMS) as a pilot project within the IT Operational department, before its potential company-wide implementation. The proposed KMS includes eight essential features, including document management, lessons learned, project management, announcements, schedules, FAQ page, and forum. This web based KMS promises to enhance knowledge sharing, collaboration, and accessibility. Beyond the specific institution studied, the research offers valuable insights for other organizations seeking to evaluate and improve their KM performance. By adopting the digital capability maturity model and considering the suggested features in the KMS, institutions can drive innovation and better adapt to the evolving landscape of knowledge management. Ultimately, this research contributes to the advancement of knowledge management theory and practice in higher education institutions, offering strategies to boost organizational agility and knowledge utilization. The findings can guide decision-makers in enhancing their KM strategies, ultimately leading to improved organizational outcomes and increased competitiveness in today's dynamic and rapidly changing environment.

Knowledge Management Implementation to Improve Performance in Testing and Subsea Division at Big Red Company

The approaching retirement of experienced petroleum engineers and technical staff, which threatens to result in the loss of a significant quantity of cumulative knowledge and expertise, is one of the major challenges facing the industry. Within the next ten years, it is predicted that approximately 231,000 years of collective knowledge will be on the line. To overcome this difficulty, knowledge management has emerged as a major method. This research investigates the strategies, tools, and processes implemented to successfully capture, organize, and share knowledge across the organization through a thorough analysis of the KM initiatives undertaken by Big Red Company. With a focus on their effective application by national and international oil companies in Indonesia, it also examines the results and impacts of these KM practices on the company's performance and competitiveness in both local and global contexts. Considering these circumstances, the company needs to improve the knowledge management system for managing knowledge, which is through the implementation of a Knowledge Management (KM) system. In doing this, the research is based on two research questions. The first is how is the current Knowledge Management maturity level in the Big Red Company Operation Division, specifically in the Testing and Subsea, and the second is What is the knowledge management implementation plan that can be suggested related to the proposed knowledge management process after knowing the maturity level of knowledge management in Big Red Company. These two research questions will be answered using theories related to knowledge, knowledge management, and two knowledge management frameworks, namely APO Knowledge Management Framework and Socialization, Externalization, Combination, Internalization (SECI). Because a qualitative method is used in this research, data is collected through interviews and observations, which are then analysed using thematic analysis. The results of data collection show that there are several issues related to the APO KM Framework and SECI frameworks. These issues range from the limited in the Testing and Subsea division, which is in Operation Division, the lack of knowledge sharing processes within and between teams, the lack of proper knowledge transfer, difficulty in accessing knowledge and information due to manual access, and others. Through the utilization of APO KM Framework and SECI frameworks, the author was able to design a knowledge management system by formulating several tools, for example, Coaching, Training, Knowledge café, Lesson-learned documents, K-based exit interview, and e-learning. With a total of 12 (thirteen) knowledge management tools or techniques, the company now has the ability to identify the knowledge needed, capture the knowledge, store the knowledge, share the knowledge, and effectively utilize knowledge and information which can improve the organization’s performance, enhance decision-making processes, and foster innovation and collaboration, thereby gaining a competitive advantage in the lifting equipment industry which ultimately contributes greatly to the growth of the company. For the knowledge management system implementation process, it will be divided into 5 (five) stages: Preparation, Identification, Development, Implementation and Evaluation to ensure that the knowledge management system is implemented effectively, its impact can be measured, and areas for improvement can be identified to make necessary changes. Implementation will begin in January of 2024, and there will be a dedicated Person In Charge (PIC) for all knowledge management initiatives to monitor the progress and ensure the sustainability of this system.

Formulating Knowledge Management Strategy to Provide Flawless Services (Case Study at PT Flawless’ A&T Department)

PT Flawless Indonesia (PT Flawless) is a leading provider of critical administrative services of Accounting and Tax (A&T), Human Resource and Payroll (HRP), and Global Entity Management (GEM). As aligned with the improved Indonesia’s economic growth after Covid-19 pandemic that attract foreign investors, and the complexity of Indonesia’s regulatory, PT Flawless is benefited from the increasing demand of local assistances to keep the foreign investors in compliant with the local regulations. During 2020 until 2022, PT Flawless recorded satisfactory financial performances as reflected by the increase of Gross Revenue, Gross Profit, and Net Income after Tax. However, A&T Department experiences anomaly since it achieves the highest year-on-year revenue growth but, suffers from the decrease of client satisfaction. This research aims to develop Knowledge Management (KM) strategy to make PT Flawless “famous for flawless services” by increasing client satisfaction and work productivity. This research uses APO KM Assessment Tool to assess KM maturity level of PT Flawless and interview with the Management and staffs to understand the Management’s commitment on KM practice as well as the current states of KM implementation. As the result, currently PT Flawless is at “Refinement” level that it continually assesses and evaluates the KM implementation and seek for improvements. This research proposes PT Flawless to establish a resolute team to manage the KM practice, formalize company policy regarding KM practice, create staffs’ competences map and database, set up regular knowledge sharing, and develop company’s technology to support the KM practice. All of them are aimed to improve PT Flawless’ service excellence and work productivity and at the end, make PT Flawless “famous for flawless services”.

Improving Demand Management Performance using Knowledge Management Approach in an Oil and Gas Company

The oil and gas industry has become one of the most important sectors of the global economy, providing energy for transportation, industry and power generation. Indonesia is one of the world’s largest producers of oil and gas and the oil and gas industries have been operating in Indonesia for several decades, contributing to the country’s economic growth and development. PT. COPI, one of the entity in the oil and gas industry which focuses on downstream segment, plays an important role in this industry. However, to anticipate industrial competition, it requires the company to adapt and meet the minimum standards in order to remain competitive, through Continuous Improvement method which is implemented in departments, including Supply Chain Management (SCM) where, through the “Supply Chain Optimization (SCO)” approach, several obstacles are found, including Demand Management Process. This research uses the Knowledge Management (KM) approach to address the obstacles by conducting KM maturity analysis in PT. COPI’s Supply Chain division and perform analysis and evaluation of the current KM practices in order to provide recommendations for improvement. This research uses qualitative methodology to perform data collection, obtained through an interview with the head of Supply Chain Management division of PT. COPI, using Asian Productivity Organization (APO) KM assessment tool which comprises seven APO audit elements: Leadership, Process, People Technology, Knowledge Processes, Learning and Innovation, and KM Outcomes as the baseline for the interview questions. The research shows that KM maturity level of PT. COPI’s Supply Chain division sits at the fourth quadrant of the APO KM Maturity Model, which is refinement. Obstacles are identified from several audit elements of the APO KM assessment tool and marked as an area of improvement. This research provides recommendations for the identified area of improvements using the relevant KM method, which can be implemented by the company to increase their KM Maturity level, increase demand management performance and optimize Supply Chain Management process in the company.

Investigating Knowledge Management Maturity Level in Medium-sized Construction Companies

Construction companies are knowledge-intensive industries that operate in highly competitive environment. They have to utilize their knowledge effectively to maintain their competitiveness. There are extensive literature explaining how large organizations have established effective knowledge management (KM) initiatives, which is in contrast to the little attention given to small and medium construction companies (SMEs). In fact, in East Java Indonesia, SMEs construction companies account for more than 90% of the construction sector. For these companies, to exploit the optimal benefits of KM, knowledge maturity could be used as a way of providing practical decision assistance. Therefore, this study aims to investigate the maturity level of KM in medium-sized construction companies. APO KM assessment tools are employed to address the objective of this study. This research found some areas that need to be improved by small-medium construction companies in order to enhance their knowledge management. It is expected that this study nourishes the existing literature on knowledge management areas.

Assessing the Level of Knowledge Management Maturity in Drug Control to Establish a Knowledge Management System

Assessing the Level of Knowledge Management Maturity in Drug Control to Establish a Knowledge Management System

Knowledge Management Maturity Level of Indonesian Government Institutions and State-Owned Enterprises

This qualitative study aims to examine the maturity level of Indonesian government institutions (IGI) and state-owned enterprises (SEO) in knowledge management (KM). KM maturity is measured using three KM components—people, process, and technology—and categorized using four levels—develop, standardize, optimize, and innovate. This research collected and analyzed various forms of qualitative data, such as secondary data, in-depth interviews, and observations. An integrative case study was conducted and resulted in a clear understanding of the implementation, level, and output of KM maturity in IGI and SEOs. Research findings can be broken down into two outputs: (1) The identification of KM implementation in IGI and SEOs, which formed the basis of our KM mapping plot. KM has become a strategy to manifest bureaucratic reform in IGI to become knowledgeable institutions in disruptive settings; (2) A method to propose KM maturity level. Future research could incorporate the efficacy variables of KM implementation and develop KM maturity typology criteria.

Knowledge management to support innovation in higher education institutions

This paper presents and discusses the use of knowledge management to support innovation in higher education institutions (HEI). The study was conducted at Brasil-STHEM Consortium - a network of Brazilian higher education institutions that work together in the implementation of innovation in their teaching and learning practises. 29 HEI participated in the study that was designed as an exploratory research and used the Asian Productivity Association (APO) knowledge management maturity level assessment tool as a framework for data collection and analysis. Results demonstrate that there was openness for knowledge management and that there is technological infrastructure available for this to happen, but found little evidence of the systematic use of knowledge management practices. The study contributes to research and practise in education management by proposing the use of KM theory and tools to understand how knowledge being generated by higher education institutions can be identified, stored, shared, created and applied in order to amplify its impact to educational change and innovation.

An Assessment Model of McKinsey 7S Model-Based Framework for Knowledge Management Maturity in Agility Promotion

In today’s knowledge-based advanced world, pioneer organisations emphasise more on knowledge orientation, being leaders in knowledge management (KM) implementation. The purpose of this paper is to identify the key factors influencing the successful implementation of each KM process in Iranian Oil and Gas Industry, specifically about operational projects which are classified based on the McKinsey 7S model as KM enablers, namely, strategy, structure, system, skill, style, staff and shared values. Then the paper assesses the KM maturity level to categorise and prioritise the KM enablers in each level. Moreover, a conceptual model is proposed to theorise the relationship between organisational agility and each KM process, namely, knowledge creation, storage, sharing and utilisation. Data analysis and statistical tests are concluded using structural equation model through the combination of confirmatory factor and path analysis. The results show the validity and fitness of the proposed model and verification of all the hypotheses, i.e. there are positive relationships between each KM process and agility.

Evaluation of the maturity level and critical success factors of the knowledge management implemented in state-owned construction company in Indonesia

The implementation of Knowledge Management (KM) is considered a sustainable approach to overcome the challenges in the increasingly competitive construction field. This means there is a need to recognize the importance of this concept as a strategic asset to improve organizational performance in the industry. The purpose of this paper is to present an overview of KM implementation in State-Owned Construction Company (SOCC) in Indonesia. The research was conducted in three stages with the first focusing on the KM maturity level (KMML) while the second was on KM critical success factor (KM CSF). Both stages made use of literature review, expert validation, and questionnaires but KMML was developed using a spreadsheet to identify strengths and future development of KM factors while KM CSF was formulated with the use of descriptive analysis and Relative Importance Index to rank KM factors. Furthermore, the third stage involved recommended strategies to improve KM using literature review, gap analysis, and expert validation. The results showed the KMML of SOCC is at level 3 of 5, 7 CSFs ranking based on the level of importance and the KM culture factor was recommended to be prioritized to improve KM implementation in SOCC in Indonesia.

ANALISIS PENGELOLAAN PENGETAHUAN DENGAN ASIAN PRODUCTIVITY ORGANIZATION - ASSESSMENT TOOLS PADA PERUSAHAAN PERKEBUNAN INDONESIA

Various changes that occur in the current business environment requires an organization/company to survive and adapt to various changes that occur in the business environment. So companies can survive in the business environment, they must innovate products, expand markets, improve service quality, improve production processes, improve organizational systems, and make cost savings. A company needs to view knowledge as a valuable and strategic resource. With good knowledge management, organizational resources are not easily imitated by business competitors. Knowledge management in this study uses the APO Assessment Tools framework to assess the maturity level of knowledge management of plantation companies. APO Assessment Tools have 7 categories, namely leadership, processes, people, technology, knowledge processes, learning and innovation, and the results of knowledge management. The results showed that knowledge management in plantation companies in Indonesia was approaching maturity.

DETERMINAMT FACTORS OF KNOWLEDGE MANAGEMENTPRACTICE: THE CASE OF MINISTRY OF HEALTH, ETHIOPIA.

This study aims at assessing knowledge management maturity level and the effect of the determinant factors of knowledge management in Ethiopia’s federal ministry of health. Explanatory survey design involving both the quantitative and qualitative methods was employed. General knowledge management maturity model based on people, process and technology key process areas was used to measure knowledge management maturity level in the organization. The qualitative data was analyzed using thematic analysis and summarized under pre identified and emerging themes. The quantitative and qualitative data were triangulated to enrich the findings. The study determined that the ministry’s overall knowledge management maturity level was close to maturity level-2 (Aware), which is generally to mean that the organization was aware of and has the intention to manage its organizational knowledge, but it might not know how to do so. Organizational culture, human resource, information technology and knowledge management process were identified as having significant and positive linear relationship with the knowledge management practice in the organization. It is essential for the ministry to reestablish knowledge management or define improvement plans using model such as the general knowledge management maturity model. The improvement should address the identified determinant factors as well as criterion set for each of the people, process and technology key process areas.

Evaluation of the maturity level and critical success factors in the implementation of knowledge management in the national private construction service company in Indonesia

At present, knowledge management (KM) is considered an appropriate competitive tool for success in a knowledge-based economy, many organizations have deployed and implemented KM to improve performance. The purpose of this paper is to provide guidelines and picture for organizations to evaluate the level of KM maturity of national private construction service companies in Indonesia and ways to improve them so that organizational performance improves. The first step in achieving the KM goal is the recognition of the current status of the KM capability itself in the company gained through the KM maturity model. Next, how to improve it so that the company’s performance is better by reviewing alignment with identifying critical success factors (CSF). Seven organizational or functional criteria are used as key elements towards an effective KM approach, namely policies/strategies, HR planning and processes, training and improvement of human performance, procedure methods and documentation processes, technical solutions (IT), approaches to capture/use tacid knowledge, and KM culture. Based on the results of the study, it was concluded that the level of KM maturity was in the second level, namely the development stage. Policies/strategies are the main categories to be improved.

Selection and prioritization of knowledge management strategies as proportionate with organizations’ level of maturity using fuzzy TOPSIS approach, case study

PurposeDue to importance of knowledge management (KM) strategies in successful implementation of KM processes and saving time and expense, selection of suitable KM strategies has been changed to be a major concern by many organizations. Therefore, this is necessary for organizations to move along KM processes in selection and establishment of their strategies at their first step. An influential factor in selection of KM strategies is measurement and identification of an organization’s condition of its knowledge maturity. Accordingly, this paper aims to select and prioritize KM strategies as proportionate with an organization’s level of maturity.Design/methodology/approachFor that, the author-constructed questionnaire was designated based on the opinions made by experts acquainted with KM and KM strategies. According to experts’ opinions, the paradigm for suggestion of strategies was elucidated based on KM’s level of maturity. Afterwards, the standard questionnaire knowledge navigator model was used to evaluate the organization’s level of maturity, and KM strategies for the organization were proposed based on identified level of maturity. Finally, proposed KM strategies were ranked using the fuzzy TOPSIS technique.FindingsIn this study, a paradigm for selection of suitable KM strategies was proposed based on Hansen KM strategy as per maturity level of the organization’s KM. Then, knowledge conditions of a research organization were evaluated, and, after maturity level of that organization’s KM was assessed, different criteria of Hansen KM strategy were suggested for each level independently. Research results are indicative of the fact that the intended organization is placed at the second level of KM maturity. Therefore, personalization strategies are proposed for this organization based on the elucidated paradigm. Moreover, development of work communities and development of face-to-face interactions among staff through continuous meetings were chosen as the most significant KM strategies in this organization.Originality/valueThis paper is one of the leading studies carried out in the purview of codification of KM strategies according to different organizations’ level of maturity. Results of this study might be used as guidelines by different organizations, academic people and experts intending to codify KM strategies.

The relationship between organizational commitment, knowledge transfer and knowledge management maturity

PurposeThis paper aims to analyse the relationship between the organizational commitment, the knowledge transfer and the knowledge management maturity at a Brazilian public university. As indicated in the literature, the organizational commitment and the influence on knowledge management in the public sector, especially in developing countries, configures an important gap to be filled (Razzaq et al., 2018).Design/methodology/approachThe research has a descriptive and quantitative nature, and to run the analysis, an exploratory factorial analysis was conducted and after that a structural equations modelling was carried out.FindingsThe results indicated a significant relationship between the organizational commitment to the knowledge transfer and, consequently, to the knowledge management maturity.Originality/valueIn the first place, the model including all dimensions of commitment: affective, calculative and normative with knowledge transfer and knowledge maturity was not tested before. Second, data on the public sector in developing countries are still rare and studies in this field encouraged (Razzaq et al., 2018). In this case, the present study contributes in this field, specifically in the education sector. Finally, understanding the individual commitment profile helps to understand the extent to which that person contributes both to the knowledge transfer, and therefore, in the same analogy, to the knowledge management maturity level.

The Influence of Social Capital on Knowledge Management Maturity of Nonprofit Organizations – Predictive Modelling Based on a Multilevel Analysis

Nonprofit, nongovernmental organizations (NGOs) are important development actors that operate in ecosystems of multi and cross-sector stakeholders in order to reach the most vulnerable social groups of people. Having this in mind, our goal was to explore to what extent their social capital influences their knowledge in order to propose a model that could optimize their knowledge management maturity through social resources embedded into their structure. Therefore, we focused on NGOs from the European Union and the Western Balkans operating in the international development and cooperation sector. We first conducted a survey among 215 NGOs and then cross-checked the received data through desk research and in-depth interviews. We utilized collected structured data and devised a binary classification model capable of discriminating high level from the low level of knowledge management maturity in NGOs, and multi-class classification model for estimating the actual category of knowledge management maturity which can simulate the real connection among social capital and existing knowledge management maturity. Our findings provide valuable data to the NGO management, regardless of where the NGO comes from, of the number of employees it has, and the number of projects it runs. The mathematical models based on neural networks used in this paper show with high accuracy what the knowledge management maturity level (for each output) is in case there exists prior information about social capital (inputs).

Explanation of Valuation Criteria Based on Maturity Level of Knowledge Management

Explanation of Valuation Criteria Based on Maturity Level of Knowledge Management