Measuring Knowledge Management Readiness of Indonesia Ministry of Trade

Knowledge is one of the important assets for organization. Managing knowledge properly will enable the organization to achieve its objectives effectively and efficiently. Since risk of failed implementation of Knowledge Management (KM) might occur, organization needs to measure their KM Readiness beforehand to successfully implement KM. This study is intended to measure KM Readiness in government agency, namely Directorate of Bilateral Negotiations in Ministry of Trade. The research model for measuring KM readiness was developed based on previous relevant studies. KM enablers, individual acceptance, and KM SECI processes were used to develop the model and research instruments. KM Readiness in government agency was measured by accommodating factor analysis in research model. Data were collected from 53 employees as valid samples. The result shows that KM Readiness level of the Directorate of Bilateral Negotiations in Ministry of Trade is "ready but needs a few improvement"

Antecedents of Knowledge Management Practices: Case of Malaysian Practitioners

In this paper, we investigated the knowledge management (KM) behavior of executives in Malaysia who work in different sectors and involved in Information Technology (IT) related fields. We proposed a conceptual framework based on the Theory of Reasoned Action (TRA), the Theory of Planned Behavior (TPB) and Unified Theory of Acceptance and Use of Technology (UTAUT) to study their intention and involvement in KM initiatives. The knowledge creation theory (SECI process) was employed to operationalize KM intention and KM behavior. We proposed six independent variables that represent the social-cultural nature of KM as the antecedence of KM intention. These variables are trust, management support, decentralization, IT support, performance expectancy (PE), and effort expectancy (EE). Seventy-four executives from both private and government-linked organizations responded to our online questionnaire. SmartPLS3 was used to run the analysis. The reliability was ensured with the factor loadings, Cronbach’s alpha, Composite Reliability (CR) that met the fit requirement of above 0.6, 0.7 and 0.7 respectively. The convergent validity was confirmed through average variance extracted (AVE) that met the fit requirement of above 0.5. The discriminant validity was assessed by using Fornell and Larcker’s criterion. Finally, the structural model confirmed that only PE of KM, and EE of KM are the significant predictors of KM intention and the KM intention significantly predicts KM behavior. The implications of the findings are discussed in detail at the end of the paper

Organizational factors, perceived acceptance and behavioral intention as dimensions of knowledge management readiness

The concept of organizational readiness for knowledge management (KM) has been studied extensively from different perspectives in the recent past. KM supportive organizational factors such as KM oriented organizational culture, organizational structure and information technology infrastructures, and factors of individual acceptances are believed to be the predictors of KM readiness. However, the nature of those factors arguably suggests that they may not merely the predictors; rather they can be the dimensions of KM readiness. This work tries to verify this hypothesis. For this purpose, a questionnaire was formulated based on established measures, and administered using survey research methodology approach on 313 executives working in the selected organizations in the Sri Lankan telecommunication industry. The first order measurement model using AMOS version 16 was used to validate the measurement employed. Subsequently, a second order analysis was performed to test the hypothesis. Findings shows that all model fit indices are good and all the structural coefficients are significant, thus, the model fit to the data. Therefore, the current work proposes that the KM oriented organizational factors, individual acceptance and behavioral intentions should be considered as the dimensions of KM readiness

A holistic approach to measure organizational readiness for knowledge management

Management of organizational Knowledge is considered crucial in the present knowledge era. As a result, organizational readiness for knowledge management (KM) has been studied comprehensively from diverse viewpoints lately. KM enablers such as organizational culture, organizational structure and information technology infrastructures, and organizational members’ perception towards KM are assumed to be the predictors of KM readiness. Nevertheless, those dimensions could be part of KM readiness rather than just merely being its predictors considering the inevitable nature of those variables for KM implementation. Accordingly, the current study hypothesis that these factors with behavioral intention of organizational members form a holistic dimension of organizational readiness for KM. To verify this claim a questionnaire based survey was conducted among 313 executives in the Sri Lankan telecommunication industry. To validate the research instruments used a first order measurement model was formulated using AMOS version 16. Then, to test hypotheses a second order analysis was performed. The indices for model fit are good and the structural coefficients are significant showing the data fit to the model. Hence, the present work recommends that the KM enablers, organizational members’ perception and their behavioral intentions can be the dimensions of organizational readiness for K

Gender difference effects on contributing factors of intention to be involved in knowledge creation and sharing

The paper analyses the moderating effects of demographics factors of organizational members on the contributing factors of intention to be involved in Knowledge Management (KM) process; knowledge creation and knowledge sharing. The KM processes were operationalized through knowledge creation theory (SECI process). Data were collected from 313 executives in the Sri Lankan Telecommunication Industry using self-administered questionnaires. Two KM enablers; ‘trust & collaboration’ and ‘ICT use and support for search and sharing’, and two individual acceptance factors; ‘performance expectancy of KM’, and ‘effort expectancy of KM’ were considered as contributing factors of intention to be involved in KM process. The study found that gender moderates the relationship between ‘ICT use and support for search and sharing’, ‘performance expectancy of KM’ and intention to be involved in KM process. The findings suggest that if the policy makers in the industry are planning to implement KM initiatives, they should consider gender differences of the executives and the strategies should be formulated accordingl

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. © 2020 Inderscience Enterprises Ltd

The impact of organisational culture and knowledge creation process on organisational creativity and performance in knowledge-intensive banks

Knowledge management (KM) has various implications for organisational performance and competitiveness. Proponents argue that knowledge creation (KC) is extremely important for the long-run progress of an organisation. However, previous research has not demonstrated the application of each of the socialisation, externalisation, combination and internalisation (SECI) conversion processes in approaches to the study of KC and performance in specific business situations. In particular, the banking sector, which is a knowledge-intensive industry. In addition, some researchers claimed that the SECI model was based on Japanese standards; so the validity of this model in different cultures is also questionable. Furthermore, there is a significant gap in the literature, in terms of lack of empirical evidence that KM makes a difference to organisational performance. To fill these gaps, this study utilises an integrated model that interconnects and analyses the relationship between organisational culture, knowledge creation processes and firm performance, and specifically the role of the KC process and creativity in this relationship. The emphasis is on knowledge creation process (KCP), such as socialisation, externalisation, combination and internalisation in the context of domestic banks operating in Saudi Arabia.This study adopts a quantitative research method through a case study approach to classify and examine the proposed model. A stratified random sample was drawn from 32 branches of two knowledge-intensive commercial banks in Saudi Arabia. Two hundred and fourteen self-administered questionnaires were collected to analyse the impact of organisational culture and the knowledge creation process on organisational creativity and performance. The survey data were examined by confirmatory factor analysis (CFA) and regression analysis. CFA revealed a decent model fit. The results confirmed that the organisational culture, which comprises trust, collaboration and learning factors, is observed to be an influential empowering agent. The results suggest KCP mediates the relationship between organisational culture and creativity, and of creativity mediates the relationship between KCP and firm performance. The internalisation process had the strongest impact on creativity and combination had an insignificant effect. In addition, the findings showed socialisation as a key antecedent for the exchange of tacit knowledge (TK) in the Saudi banks considered and the regression results indicated that the internalisation process helped Saudi banks to internalise explicit knowledge (EK) into TK during KCP. Consequently, this study supports the applicability of the SECI model in a new cross-cultural context and makes an important contribution to the existing literature by empirically investigating the relationship between organisational culture, KCP, creativity and firm performance. The findings not only provide a basis for further research in the field, but also have implications for chiefs at Saudi banks looking for management knowledge

A South African retail bank’s readiness to knowledge management implementation

M.Com. (Business Management)This study focuses on one specific knowledge management process, namely the knowledge sharing process within an operational risk management cluster of a chosen South African retail bank. The study specifically focuses on the bi- weekly meetings that are used as platforms for knowledge sharing sessions. The primary objective of the study, is to ascertain how well the corporate investment bankers, shared services and CIB Africa operational risk management cluster is effectively utilising its meetings in terms of knowledge sharing to ensure that the operational risk management strategies of the chosen bank, provides optimal assurance to its stakeholders that the bank operates within its operational risk appetite. The study is divided into five chapters. The first chapter provides the readers with a thorough understanding of the research problem and topic. The second chapter provides the theoretical framework of the literature pertaining to the context of knowledge management with a specific focus of knowledge sharing. The third chapter discusses the research methodology adopted to conduct the study. The fourth chapter discusses the empirical findings and discussion of the study. Lastly, chapter five provides conclusions, recommendations and possibilities for further research. The theoretical framework of study began by focusing broadly on the concept of knowledge management weaving its way to the specific concept of knowledge sharing. A single case research approach was adopted. All respondents were attendants of the bi-weekly knowledge sharing sessions held in the chosen bank. The empirical findings of the study revealed that there is no common awareness and understanding of the concepts of knowledge management and knowledge sharing within the chosen bank. It was further established that factors such as the role of organisational culture, leadership involvement and participation, and rewards and incentives were key factors that had the ability to either enable or hinder the knowledge-sharing within the chosen bank

Readiness for knowledge management implementation : the case of the KwaZulu-Natal Provincial Department of Public Works in Pietermaritzburg.

Master of Information Studies. University of KwaZulu-Natal, Pietermaritzburg 2018.A knowledge management (KM) readiness assessment is essential before implementing a KM initiative within an organization. The KwaZulu–Natal Department of Public Works (KZN DPW) Head Office (HO) in Pietermaritzburg was chosen as the case study. The main purpose of this study was to investigate the extent to which the KZN DPW demonstrates readiness to implement KM through the assessment of KM enablers present within its components. This study’s objectives were to investigate if there is awareness of KM within the Department; determine whether the Departmental culture supports KM practices; examine the Departmental structure influence towards KM implementation; assess the Departmental strategic plan towards the promotion of KM implementation; and explore the communication tools and human resources available for effective KM within the Department. The study contributed to the need to implement KM initiative across governmental departments, both at provincial and at national level. Additionally, the study also contributed to the body of knowledge and literature on KM, especially in the context of KwaZulu-Natal. The socialization, externalization, combination and internalization (SECI) model underpinned the study to conceptualize the influence of the dynamic process of knowledge conversion to organizational efficiency towards service delivery. The mixed method approach was used, where both the qualitative and quantitative methods were adopted, with latter predominant. The targeted population consisted of 81 respondents from KZN DPW HO with particular interest on four sections namely: strategic management; human resources; information technology; and monitoring and evaluation. Quantitative data was collected from seventy-seven respondents, which consisted of employees from junior to deputy director level; qualitative data was collected from four Directors of each section. A census of the study population was taken; data for both approaches was collected simultaneously. For qualitative approach, structured interviews were conducted, consisting of standardized, open-ended questions; and for quantitative approach, survey questionnaires consisting of closed questions were distributed. Quantitative data was analyzed using Statistical Package for the Social Science (SPSS) and qualitative data was analyzed through content analysis. The analysis of quantitative and qualitative data were done separately. The findings of the study revealed that the KZN DPW is practising KM informally and there is high level of awareness for KM. The preservation and sharing of knowledge through computer files or folders was identified as one of the practices commonly used to manage knowledge within the Department. It was unclear whether the Departmental culture will be favourable towards the implementation of KM initiative since there was lack of common perspective regarding this matter. The findings also showed that the KZN DPW’ structure is hierarchical in nature, which will be problematic for the success of the KM initiative if implemented as KM requires a less rigid structure. The Department’s strategic plan does promote the management of knowledge as it encourages employees to create and preserve knowledge for better service delivery; however, there is a deficiency in terms of ensuring that a formal initiative to achieve this is implemented. The findings also revealed that there are basic communication tools available within the Department though the ICTs required for an effective KM initiative still need to be acquired. It was also revealed that a KM unit as well as the Chief Knowledge Officer (CKO) does not exist within the KZN DPW, which impacts negatively on the success of KM initiative due to the absence of personnel or unit dedicated to oversee its progress when implemented. This study therefore concluded that the KZN DPW holds certain features required for an effective KM and is ready to implement a KM initiative. However, as some of the key issues such as KM enablers are not yet conducive towards the success of the initiative, the Department will need to improve them further before the formal implementation of KM. Recommendations to help the KZN DPW to be effectively ready to implement KM initiative included increasing awareness of KM across the entire Department; developing further all KM enablers and establishing a KM directorate managed by a CKO. Furthermore, incorporating the formal implementation of a KM initiative in the Department’s strategic plan and in the employees’ personal development plan (PDP), conducting exit interviews when employees leave the Department and review these interviews regularly, implementing formally a KM initiative was also recommended. Suggested areas of research included conducting the same study with other KZN provincial departments and private organizations to determine their readiness to implement KM and to compare findings. A knowledge audit within KZN DPW before implementing KM initiative was suggested as another area of study as well as a further study to determine the effectiveness of the initiative after being implemented