Knowledge Management Readiness Research Articles

Implementation of Knowledge Management at PT Multi Phi Beta to Prevent Knowledge Loss

PT Multi Phi Beta, as an engineering consultancy, faces challenges in a competitive industry that demands operational efficiency. The company encounters high employee turnover due to the short-term nature of its projects, leading to a significant risk of knowledge loss. This research aims to evaluate the current state of knowledge management readiness at PT Multi Phi Beta, identify gaps in knowledge management implementation, and propose improvements to mitigate these knowledge loss risks and enhance overall efficiency. The primary method used to obtain data is quantitative, collected through questionnaires. To enrich the primary data, qualitative data is gathered through semi-structured interviews. The findings indicate that PT Multi Phi Beta is at the initiation level of KM readiness, recognizing the need for knowledge management but not yet fully integrating KM practices. To mitigate knowledge loss, the company should capture critical knowledge from transitioning employees, enhance its KM vision and mission, and establish a dedicated KM department. Standardized processes for managing knowledge, conducting after-action reviews, knowledge cafés, and formal mentoring programs are essential. Additionally, providing integrated knowledge repositories and implementing a rewards and recognition program will encourage knowledge sharing and strengthen the company’s KM efforts.

Knowledge Management Readiness Assessment in the Internal Audit Division of Bank Sinar Syariah

Knowledge Management Readiness Assessment in the Internal Audit Division of Bank Sinar Syariah

The Influence of Psychological Empowerment and Knowledge Management Readiness on Organizational Business Performance Mediated by Micro-Innovation

The Influence of Psychological Empowerment and Knowledge Management Readiness on Organizational Business Performance Mediated by Micro-Innovation

The Knowledge Management Readiness of Organic Rice Farmers in Ngawi Regency, East Java, Indonesia

Abstract The Go Organic policy has consequences for developing organic rice farming in the Ngawi Regency, East Java, Indonesia. Farmers often respond to this policy with various farm business transformations, depending on their knowledge management readiness. Therefore, this study aimed to determine the readiness level of organic rice farmers in applying knowledge management (KM) to accelerate Go Organic. The methods used were descriptive and analytical in nature and the respondents were 90 farmers from 14 selected districts with organic rice farming businesses. Data were collected through interviews with questionnaire guides, observations, and recordings, followed by analysis using descriptive statistics. The results showed an optimal KM readiness level of 81.4 % in the farmer group assessed from various aspects. However, the structure has the lowest assessment compared to the other aspects. This is related to the lack of rules or standard operating procedures regarding Good Agricultural Practices (GAP), Good Handling Practices (GHP), and irrigation management. Additionally, farmer groups can adapt and be flexible to the KM readiness requirements.

Assessing Knowledge Management Readiness to Improve Data Quality by Prevent Incorrect Data Input on ERP System in Component Rebuild Center PT Kalcoal

To fulfil the demand of availability component for supporting the mining operation at PT Kalcoal. Recondition component daily activity of recondition is entanglement from one process to another until the end of process. For transform digitalization, recondition component activity will using Enterprise Resource Planning (ERP) in every process. The purpose of this study is to understand the level of knowledge management readiness in the component rebuild center in the Implementation of the ERP work system, to understand the strengths and areas for improvement for Knowledge Management, and to find tools that can be used to implement Knowledge Management in the component rebuild center. This research using quantitative method, collected through a questionnaire. Furthermore, qualitative data was used to enrich the primary data collected through focus group discussions. By using APO as tools of knowledge management readiness, the results showed that the component rebuild center is still in the expansion phase, where knowledge management efforts are present in the core activity process and the company sees the benefits of knowledge sharing. The component rebuild center can further develop itself by using people as its accelerator. Having committed change groups and leaders will create a culture of knowledge sharing that can be followed by all lines of business in the company. In order for employees to have a single source of knowledge, it is important to create a knowledge management tool that can be done by building a new portal that can be accessed by all employee users. For the source of knowledge to always align the needs and developments of the company, it is necessary to have the ability to grow and store information safely and freely for employees so that information is always updated and well-maintained.

Readiness For Household Scale Waste Composting: Waste-Knowledge Management

The Surakarta City Government faces many obstacles in implementing the waste management system, especially household waste. These problems include waste management sites that are no longer able to accommodate waste (overload), low public awareness of clean and healthy living behavior (PHBS), weak sanitation management institutions and human resource capabilities. This research was conducted to determine the basic knowledge of the Surakarta City community regarding household waste management so that it can become a benchmark for waste handling in the future. The method used is descriptive and analytical and the respondents are 100 residents from five districts in Surakarta City. Data was collected through interviews with a questionnaire guide, observation, and recording, followed by analysis using descriptive statistics. The readiness level of 59.8% indicates that the people in Surakarta are ready to adapt to the conditions needed to achieve Knowledge Management readiness in household-scale composting. Counseling to improve waste processing skills for Surakarta residents can be carried out as an option to reduce waste from the main source of waste engagement.

Strategies for Knowledge Management Readiness in an Engineering Consulting organization in South Africa

This article investigates knowledge management readiness at an engineering consulting firm in South Africa known as Zutari (Pty) Ltd, or Zutari, and suggest a strategy to achieve readiness in engineering firms. Engineering consulting firms are knowledge-intensive firms that offer specialised services in the provision of independent expert knowledge in the fields of engineering, science and other related areas in the public and private sectors, infrastructure, and construction sectors Although knowledge management is widely acknowledged as a strategic enabler in engineering consulting firms, most initiatives fail, making a knowledge management readiness assessment essential before implementation. The target population was Zutari’s permanently employed technical professionals. Stratified and systematic sampling methods were applied to select a sample of 285 technical professionals. A questionnaire was used to gather quantitative data. The assessment model of Aydin and Tasci (2005) was used to assign readiness levels for the critical success factors under investigation. The findings reveal that the level of knowledge management awareness among Sutaria staff is quite high, even though knowledge management is practised informally. A knowledge management readiness strategy is suggested to get Sutaria to the expected level of readiness. Knowledge management is widely acknowledged as a strategic enabler by employees in Zutari, with information technology currently the only critical success factor at the expected level of readiness. A knowledge management strategy is suggested to assist Sutaria in achieving the expected level of readiness. Further research could test the effectiveness of the readiness strategy in different contexts using mixed methods research. This research will add new knowledge to the body of knowledge in the engineering consulting sector and help firms planning to implement knowledge management. Not many studies have been conducted to test the organisational readiness for knowledge management in engineering consulting firms. This article adds to the body of knowledge in this field.

Model of knowledge management readiness and initiatives for improvement in government agencies

PurposeThe application of knowledge management (KM) in government agencies is one strategy to deal with government problems effectively and efficiently. This study aims to identify KM readiness critical success factors (CSFs), measure the level of readiness for KM implementation, identify improvement initiatives and develop KM readiness models for government agencies. This model plays a role in the implementation of KM successful.Design/methodology/approachThe level of readiness is obtained by calculating the factor weights of the opinions of experts using the entropy method. The readiness value is calculated from the results of the questionnaire with average descriptive statistics. The method for analysis of improvement initiatives adopts the Asian Productivity Organization framework. The model was developed based on a systems approach and expert validation.FindingsReliability testing with a Cronbach’s alpha value for entropy is 0.861 and the questionnaire is 0.920. The result of measuring KM readiness in government agencies is 75.29% which is at level 3 (ready/needs improvement). The improvement in the level of readiness is divided into two parts: increasing the value of factors that are still less than ready (75%) and increasing the value of all factors to level 4 (84%). The model consists of three main sections: input (KMCSFs), process (KM readiness) and output (KM implementation).Research limitations/implicationsThe first suggestion is that the sample of employees used in this study is still in limited quantities, that is, 50% of the total population. The second limitation is determining KMCSFs. According to experts, combining this study with factor search and correlation computations would make it more complete. The expert’s advice aims to obtain factors that can be truly tested both subjectively and objectively. Finally, regarding literature selection for future research, it is recommended to use a systematic literature review such as the preferred reporting items for systematic reviews and meta-analyses and Kitchenham procedures.Practical implicationsThe management must also prioritize KMCSF according to its level and make KMCSF a key performance indicator. For example, at the priority level, active leadership in KM is the leading performance indicator of a leader. Then at the second priority level, management can make a culture of sharing an indicator of employee performance through a gamification program. The last point that management must pay attention to in implementing all of these recommendations is to collaborate with relevant stakeholders, for example, those authorized to draft regulations and develop human resources.Originality/valueThis study proposes a novel comprehensive framework to measure and improve KM implementation readiness in government agencies. This study also proposes a KMCSF and novel KM readiness model with its improvement initiatives through this framework.

Development of an integrated knowledge management and quality management model for small and medium sized companies in Trinidad and Tobago

There appears to exist limited research regarding the integration of Knowledge Management (KM) and International Organization for Standardization (ISO)’s ISO9001 Quality Management Systems (QMS) for Small and Medium Sized Enterprises (SMEs), for Trinidad and Tobago (TT) and the Caribbean Region. TT has over 16,000 SMEs and approximately 10,000 micro enterprises, representing over 70% of all registered businesses, that employs over 50% of the workforce. SMEs spark competition, create jobs, as well as promote innovation and knowledge transfer, thus are the engine of economic growth. SMEs in TT need to develop KM practices to compete regionally and globally, especially with the advent of the COVID-19 pandemic, which has triggered the deepest economic recession worldwide. Existing integrated KM models in other jurisdictions cannot be adopted in TT as KM is a culturally sensitive platform that needs to be customized to its applied environment. Results of a survey identified the Critical Success Factors (CSFs) for both Quality Management (QM) and KM required for the successful implementation of a Knowledge Management System (KMS). Data obtained showed that although the SMEs in TT demonstrated insignificant KM maturity, there is KM readiness, due to the existence of QMSs, significant information systems, human resource support, technical infrastructure, and senior management commitment. A five phase KM/QM integration model for SMEs in TT is proposed. Managers of SMEs and other similar operations may apply the findings of this study to develop strategies to integrate QM and KM to improve business results.

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

This paper reviews the growing literature on organizational readiness for knowledge management (KM) in both public and private sectors. It is based on literature published during the period 1997-2016. Only original research papers have been included in this literature review. The thematic structure has been adopted. In the beginning, significance of knowledge as well as the significance and definition of KM will be clarified. Afterwards, the underlying problems and methodological issues raised in the literature will be discussed. The paper also reviews the relationship between organizational readiness and organizational and human contributing factors. Finally, significant differences in employees’ attitudes and willingness to be involved in the KM process according to different demographic variables will be examined. Research shows that it is essential to assess organizational readiness before embarking on KM projects. In addition, research indicates that both organizational factors, namely, culture, structure, and information technology (IT) infrastructure, and human factors, namely, acceptance of KM and willingness to participate in the KM process influence, organizational readiness for KM. This study is useful for researchers and practitioners to understand current trends and problems and methodological issues. This paper identifies trends, problems and methodological issues. A mixed-approach investigation consisting of both quantitative and qualitative methods is recommended to provide a comprehensive understanding of the contributing factors influencing organizational readiness for KM.

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

This paper reviews the growing literature on organizational readiness for knowledge management (KM) in both public and private sectors. It is based on literature published during the period 1997-2016. Only original research papers have been included in this literature review. The thematic structure has been adopted. In the beginning, significance of knowledge as well as the significance and definition of KM will be clarified. Afterwards, the underlying problems and methodological issues raised in the literature will be discussed. The paper also reviews the relationship between organizational readiness and organizational and human contributing factors. Finally, significant differences in employees’ attitudes and willingness to be involved in the KM process according to different demographic variables will be examined. Research shows that it is essential to assess organizational readiness before embarking on KM projects. In addition, research indicates that both organizational factors, namely, culture, structure, and information technology (IT) infrastructure, and human factors, namely, acceptance of KM and willingness to participate in the KM process influence, organizational readiness for KM. This study is useful for researchers and practitioners to understand current trends and problems and methodological issues. This paper identifies trends, problems and methodological issues. A mixed-approach investigation consisting of both quantitative and qualitative methods is recommended to provide a comprehensive understanding of the contributing factors influencing organizational readiness for KM.

Does ambidexterity in leadership strategies influence public sectors' KM readiness in terms of SECI processes

The aim of this study is to investigate two different leadership strategies that contribute to knowledge management (KM) readiness in Malaysian public sector. Grounding on Nonaka and Takeuchi's knowledge creation theory, this study defines intention to be involved in knowledge management in terms of socialisation, externalisation, combination, and internalisation (SECI) processes. A total of 212 questionnaires are accepted for data analysis from top managers, deputy directors, assistant directors, and executives of public sectors. The findings suggest that transformational leadership strategy positively influences intention to be involved in KM processes. Interestingly, transactional leadership strategy is associated with intention to be involved in KM processes, except internalisation process. The findings imply that there should be a trade-off between transformational and transactional leadership amongst public sectors in Malaysia, proposing ambidexterity in leadership strategies. Finally, considering the demographic factors as a categorical moderating variable, applying PLS-multi group analysis, this study finds that the intention to be involved in KM processes differ amongst employees with distinct age and year-of-experience. Implications, contributions, and limitations are discussed.

Relationship between Disaster Knowledge Level and Disaster Management Readiness Nurse at Gianyar PSC 119


 ABSTRACT
 
 Nurses who work at the Public Safety Center (PSC) 119 need to have knowledge and disaster management readiness.. Knowledge is the main factor and is the key to preparedness. Preparedness is one part of the disaster management process and in the concept of disaster that is developing now, the importance of preparedness is one of the important elements of prevention activities that are pro-active in disaster risk reduction, prior to the occurrence of a disaster. The purpose of this study was to find out the relationship between the level of disaster knowledge and disaster management readiness nurses in Gianyar PSC 119. 
 This study uses a correlation research design, with a total sample of 39 people. Sampling technique by non probability sampling, namely total sampling. The instrument for collecting data is using a knowledge questionnaire about disasters and disaster management readiness. Data were analyzed using the Spearman Rho test. 
 The level of knowledge about disasters in nurses was mostly categorized as sufficient, namely as many as 20 respondents (51.3%). The readiness of disaster management in nurses was mostly categorized as moderate, namely as many as 20 respondents (51.3%). The results of the Spearman Rho test obtained a value of p = 0.001 and a value of r = 0.528, so it can be concluded that there was a relationship between the level of disaster knowledge and disaster management readiness nurses in Gianyar PSC 119, with a medium correlation strength. It is recommended to nurses to increase disaster management knowledge and readiness.

Development and Validation of a Readiness for Knowledge Management Implementation Questionnaire (RKMIQ)

The purpose of this study was to identify the psychometric properties of a Readiness for Knowledge Management Implementation Questionnaire (RKMIQ) administered to State Audit Institution (SAI) Employees. This study explored the level of readiness for knowledge management (KM) process implementation in SAI. The dimensional structure of the questionnaire was investigated with a sample of 170 SAI employees (70% males and 30% females). Based on factor analysis results, the questionnaire emphasized sixteen factors categorized in five themes: organization culture, organization structure, information technology (IT) infrastructure, employees’ acceptance of KM, and employees’ intention to be involved in the KM process. The internal consistency and concurrent validity of RKMIQ were verified (Cronbach’s alpha = 0.95). RKMIQ and its factors were significantly correlated with factors influencing the KM initiatives questionnaire (FIKMIQ). Testing of the reliability of RKMIQ using Test-Re-Test method revealed a significant correlation of (0.96) between the two applications. This questionnaire was proved to be relatively reliable and valid. The results showed that SAI is ready for KM process implementation. Since it is essential to assess organizational readiness for KM before embarking on KM initiatives, this study designed an instrument that brings together organizational and human factors influencing the readiness of organizations for KM. The comprehensiveness of the instrument, as well as the degree of validity and reliability that it demonstrated, justifies its adoption to measure the readiness of organizations to implement KM processes.

READINESS OF A UNIVERSITY TEACHER TO KNOWLEDGE MANAGEMENT

The article deals with the problem of readiness of a university teacher for knowledge management in conditions of formation of a cognitive university. The modern process of development of the information society is continuously associated with the changing role of knowledge, which is a separately created public good and a separate resource. The development of knowledge economy transforms the conditions for the functioning of a higher school, orienting it to the training of graduates who would have an individual set of necessary competences on a multi- and metadisciplinary basis. The urgency of the problem is determined by new educational conditions that give the teacher the functions of a mentor, coach, consultant and manager-organizer of the educational process, which is identical to the process of knowledge management.
 In the course of changing the role of a teacher in an educational organization of higher education, his scientific activity acquires special significance. The authors presented the specificity of scientific activities of a university teacher in the context of the development of a fourth-generation university, revealed the concept of a university teacher's readiness to manage knowledge.
 The main research methods are the analysis and synthesis of scientific information, research results in the areas of knowledge management in educational institutions of higher education and teachers professional activities; generalization and systematization of scientific facts and provisions.
 Based on the principle of identification, to determine the structure of a university teacher's readiness for knowledge management, the types of scientific activity are correlated with the main stages of knowledge life cycle management and his official duties.
 As a result of the research, the authors proposed a knowledge management readiness structure that integrates value-motivational, instrumental-digital, research, appraisal-analytical, interactive-communication and academic-entrepreneurial components.

Knowledge Management Readiness for Private University: A Conceptual Model

This study proposes a conceptual model of Knowledge Management Readiness for private universities in Palembang, through the dissemination of questionnaires at three private universities in Palembang, this study succeeded in providing the new color for previous KM research. Culture and structure of the organizations that have always been important factors in implementing KM are not actually considered significant in these three private universities, in the other hand the orientation towards the system is considered to be insignificant in influencing the KM process. KM process with several enablers submitted proved to have an effect on the readiness to implement KM.

Does Ambidexterity in Leadership Strategies Influence Public Sectors KM Readiness in Terms of SECI Processes

The aim of this study is to investigate two different leadership strategies that contribute to knowledge management (KM) readiness in Malaysian public sector. Grounding on Nonaka and Takeuchi's knowledge creation theory, this study defines intention to be involved in knowledge management in terms of socialisation, externalisation, combination, and internalisation (SECI) processes. A total of 212 questionnaires are accepted for data analysis from top managers, deputy directors, assistant directors, and executives of public sectors. The findings suggest that transformational leadership strategy positively influences intention to be involved in KM processes. Interestingly, transactional leadership strategy is associated with intention to be involved in KM processes, except internalisation process. The findings imply that there should be a trade-off between transformational and transactional leadership amongst public sectors in Malaysia, proposing ambidexterity in leadership strategies. Finally, considering the demographic factors as a categorical moderating variable, applying PLS-multi group analysis, this study finds that the intention to be involved in KM processes differ amongst employees with distinct age and year-of-experience. Implications, contributions, and limitations are discussed.

Measuring Knowledge Management Readiness of Indonesia Ministry of Trade

Measuring Knowledge Management Readiness of Indonesia Ministry of Trade

Measuring Knowledge Management Readiness of Indonesia Ministry of Trade

Measuring Knowledge Management Readiness of Indonesia Ministry of Trade

The Impact of Knowledge Management and Change Readiness on the Effectiveness: Case of Russian Organizations

Many researchers believe that knowledge is the most important resource in the contemporary economy, but empirical studies show that knowledge management is not among the most used managerial tools. This gap can be explained by help the hypothesis that knowledge management produces the significant impact on the effectiveness of organization only with the accompanying development of change management. This hypothesis is empirically tested using the structural equation modeling method (PLS-SEM) on data on 103 Russian organizations. The results show that the empirical sample includes two statistically different datasets. The separating variable is the type of owner, so separate models were built for state-owned and private-owned organizations. For private-owned organizations, the hypothesis that knowledge management and changes readiness jointly affect effectiveness is fully confirmed. For state-owned organizations, knowledge management is not a factor of effectiveness. These results have two practical implications. First, managers who rely on the organizational knowledge should focus on the joint and coordinated implementation of knowledge management and change management. Special attention should be paid to the organizational context that supports individual change readiness. Second, state-owned organizations in Russia are less effective rather private ones, it is due to the fact that knowledge management for them is not the factor of effectiveness, what is a consequence of suppression of initiatives at the individual level.