Knowledge Management Maturity Research Articles

Knowledge Management Maturity Model of Higher Education Based-on Quality Culture and Human Resource Management Practices

There are 2 main important things to improve knowledge management maturity (KMM), namely organizational culture and proper HR management. There are no studies on human resource culture and management that are specific to increasing KMM in tertiary institutions. Empirical research on the influence of higher education quality culture as a goal of implementing the Internal Quality Assurance System (SPMI) on all tertiary institutions in Indonesia and the influence of HR management on KMM is still very limited. This study aims to develop a model for improving KMM in Indonesian universities through the implementation of a quality culture and human resource management. The analysis was carried out with a structural equation model (SEM). The results showed that quality culture had a positive and significant effect on human resource management practices, but had no direct effect on knowledge management maturity. Human resource management practices have a positive and significant effect on knowledge management maturity. The results of this study prove the importance of the quality culture of higher education in developing mature knowledge management, through human resource management practices.

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.

The Strategic Alignment Maturity of Knowledge Management and Information Technology: Scale Development and Validation

The Strategic Alignment Maturity of Knowledge Management and Information Technology: Scale Development and Validation

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.

The effect of knowledge management maturity on information technology capabilities: An exploratory study of a sample of employees at the Basra Oil Company

Information technology capabilities have become critical factors in organizational success and competitiveness. Therefore, the integration between knowledge management and increasing its maturity in dealing with this technology is important and necessary. The current study aims to investigate the impact of the maturity of knowledge management in its three dimensions (people, process, technology) on information technology capabilities. According to a quantitative design and using a questionnaire, the study data were collected from a sample of (368) workers in the Basra Oil Company. By using the SPSS program. V.24 The data has been analyzed. The results indicated that there is a positive effect of the maturity of knowledge management in information technology, and the three dimensions of the maturity of knowledge management (people, process, technology) positively affect information technology. These results confirm that increasing the maturity of knowledge management with its various components will contribute positively to enhancing information technology capabilities. Accordingly, a number of theoretical and practical recommendations and proposals were presented

Cloud Knowledge Capability Maturity Model Integration and Evaluation Method Using a Cloud Knowledge Management System

Many small and medium-sized enterprises have a scattered business type, uncertainty in the business process, and insufficient knowledge management. Our objective is to help small and medium-sized enterprises effectively use knowledge property and improve software implementation efficiency. We propose cloud knowledge capability maturity model integration (CK-CMMI) to address different types of business, strengthen the internal connection of each business procedure, and realize the real-time online maturity assessment. We design a cloud knowledge management system (CKMS) that combines the advantages of knowledge management (KM) and capability maturity model integration (CMMI). CKMS uses informatization to facilitate process definition and project implementation. Furthermore, it can build a cloud knowledge base to implement support for processes. To assess the validity of CK-CMMI and CKMS, we applied them in a software enterprise in South China. We found that our system kept the average rate of overdue projects below 37% compared with the previous rate of 126%. Moreover, according to MATLAB simulation results, 70%-90% of the company's projects are supported by the knowledge base and the overall development period is shortened by approximately 50%.

Designing the Knowledge Management Strategy to Foster Continuous Improvement and Innovation in the Transportation Company

In the contemporary business landscape, organizations and enterprises harness their knowledge as a distinctive competitive advantage to compete with competitors. The emergence of new technology-based transportation services along with the unprecedented COVID-19 pandemic has prompted Limosin Sejahtera, one of the business units of PT. Transportasi Inovatif Indonesia recognizes the importance of knowledge management as a strategic approach to leverage its knowledge assets. Through the APO Knowledge Management Assessment Tool and stakeholder interview, the research identifies several challenges that hinder the organization’s ability to leverage its knowledge assets effectively and impede innovation and continuous improvement initiatives. APO KM Assessment shows that KM maturity has already reached the Expansion level. The results then serve as a pivotal reference point, guiding the identification of precise strategies that have the potential to elevate knowledge management (KM) practices and lead the organization to foster continuous improvement and innovation culture.

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.

Knowledge management maturity in healthcare service

The concept of knowledge management can be defined in a broader sense as the process that includes the creation, sharing, use and management of knowledge within the service/company to improve the practices of using knowledge to achieve the organisational goals. Healthcare organisations must develop knowledge management departments, and consider investing in crucial factors as solutions that allow the improvement of the healthcare systems. The main goal of this research is to evaluate the impact of KMM on the success of healthcare institutions and how the process of KM is implemented. The present study was developed based on answers given by Portuguese healthcare professionals working in mainland Portugal and the Islands. Data were collected using a questionnaire to hundreds of professionals and statistical analysis was done with SPSS. The main findings show that inefficient communication among everyone, few meetings, technology problems, rare feedback sharing, few service innovations and rare professional training are the main barriers in healthcare service.

The relationship between organisational culture, knowledge sharing, work satisfaction and knowledge management maturity

The relationship between organisational culture, knowledge sharing, work satisfaction and knowledge management maturity

The relationship between Organizational Culture, Knowledge Sharing, Work Satisfaction and Knowledge Management Maturity

The relationship between Organizational Culture, Knowledge Sharing, Work Satisfaction and Knowledge Management Maturity

Energy Management in Manufacturing

In order to reduce the growing negative impact of CO2 emissions, manufacturing firms have begun to refocus efforts on energy management. Several studies have focused on drivers and inhibitors of energy management but few regarding manufacturing energy management maturity. This study investigates both drivers and the role of knowledge management on manufacturing energy management maturity. Using multivariate analyses, questionnaire data from manufacturing personnel throughout the United States is utilized to assess these relationships. The results provide the support that economic followed by organizational and corporate social responsibility (CSR) positively impact knowledge management practices within organizations. Additionally, this study provides support that knowledge management practices within U.S. manufacturing organizations have a positive association with environmental management maturity. Findings contribute to theory and practical knowledge by highlighting the configurational effects of knowledge management and energy management maturity.

Knowledge management maturity assessment frameworks: A proposed holistic approach

AbstractThe paper aims to provide a systematic overview of the maturity models used in knowledge management (KM) with the purpose of identifying different perspectives, contributions, shortcomings, and implementation gaps. This study can be characterized as a theoretical research based on a systematic literature review. As a result of this analysis, KM key points and knowledge management maturity models (KMMMs) critical success factors (CSFs) are pointed out and recorded. The concept of standardization and its relation to KM, presenting known KM Standards and their core principles is explored. Even though there is a large number of publications on KM, a literature gap is identified in publications regarding the field of KM Standards and corresponding case studies. Based on the most widely spread critical success factors used in the knowledge management maturity assessment presented in the literature survey, the objective of this paper is to propose a holistic and integrated knowledge management maturity assessment framework encompassing the core guidelines of ISO 30401 in order to be used by researchers and practitioners for future reference in the form of a generic maturity assessment web matrix.

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.

Maturity in Knowledge Management: practical application of a method

Resumo Esta pesquisa analisa o nível de maturidade em Gestão do Conhecimento de uma empresa de assessoria empresarial e serviços contábeis. Essa avaliação foi feita a partir da aplicação de um instrumento prototípico, que é parte de um modelo - em desenvolvimento - de avaliação de maturação e do potencial para a prática da Gestão do Conhecimento em organizações. Esse modelo estabelece cinco níveis de maturidade em Gestão do Conhecimento, sendo: (1) Incógnito (desconhecido); (2) Manifesto (conhecido); (3) Incipiente (inicial, embrionário); (4) Gerenciando (andamento); e (5) Holístico (totalidade). Para a análise da maturidade em Gestão do Conhecimento, foi aplicado um questionário à população de funcionários da empresa, sendo obtida a amostra de 90,9%. A abordagem quantitativa foi aplicada para análise dos dados. Por resultados, a empresa se enquadra no nível três de cinco de maturidade em Gestão do Conhecimento, sendo esse considerado um estágio incipiente (inicial, embrionário), pois busca gerenciar o conhecimento e suas áreas críticas de sucesso. Conclui-se que o método de maturidade apresentado reflete a realidade da empresa analisada. Espera-se que ele possa contribuir com outras organizações que queiram avaliar seu nível de maturidade em Gestão do Conhecimento.

Knowledge management maturity in healthcare service

Knowledge management maturity in healthcare service