KNOWLEDGE MANAGEMENT SEBAGAI STRATEGI REVOLUSI PENGETAHUAN PROFESI DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Human Factor ◽  
Explicit Knowledge ◽  
Analysis Method ◽  
Information Communication ◽  
Communication And Technology

The purpose of this article was to describe the knowledge management in dharmaduta profession. Data were collected through various resources such as books and other primary and secondary references. The analysis method that used was content analysis descriptive explanations and had been narratively discussed in depth. The result of this article in form and knowledge management pattern in dharmaduta profession, which can be used to support the assignment and its function. Here are patterns and knowledge management form that have to be implemented by a dharmaduta: Learning for an instructor/ a dharma preacher, knowledge sharing and knowledge transfer for a dharmaduta preacher, knowledge storage and externalization, organisation environment and the implementation of dharmaduta knowledge, explicit knowledge become tacit knowledge and other supportive factor, such as human factor and Information Communication and Technology (ICT).

scholarly journals KNOWLEDGE MANAGEMENT DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge

Tujuan kajian adalah mendeskripsikan bagaimana knowledge management dalam profesi dharmaduta. Data-data dikumpulkan melalui berbagai pustaka, seperti buku-buku dan sumber referensi lain baik primer dan skunder. Untuk selanjutanya metode analisis yang digunakan adalah konten analisis, dengan penjabaran secara deskriptif dan menarasikan kembali secara mendalam. Hasil kajian mendeskripsikan bentuk dan pola knowledge management dalam profesi dharmaduta yang dapat digunakan dalam mendukung dan efektivitas tugas dan fungsi. Pembelajaran untuk dharmaduta, knowledge sharing dan knowledge transfer bagi dharmaduta, knowledge storage dan externalization, lingkungan organisasi dan implementasi knowledge dharmaduta, explicit knowledge menjadi tacit knowledge, dan faktor pendukung tambahan seperti faktor manusia dan Teknologi Informasi dan Komunikasi (TIK) merupakan pola dan bentuk knowledge management yang harus segera diimplementasikan oleh seorang dharmaduta.

Knowledge Management in Agile Methods Context

2014 ◽  
pp. 1675-1709
Author(s):  
Zaidoun Alzoabi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Agile Methods ◽  
Face To Face ◽  
Informal Knowledge ◽  
Extensive Documentation ◽  
Development Processes ◽  
Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

scholarly journals Implementasi Knowledge Management System Pada Rumah Sakit Muhammadiyah Palembang Berbasis Web (Study Kasus: Unit Sumber Daya Manusia)

2020 ◽  
Vol 1 (3) ◽  
Author(s):  
Brilian Sidhatama ◽  
Fatmasari Fatmasari ◽  
Iman Solikin
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Management System ◽  
Explicit Knowledge ◽  
Knowledge Management System ◽  
Html 5

Knowledge pada era informasi ini sangat penting bagi perusahaan Pada Administrasi rumah sakit muhammadiyah Palembang ini memiliki asset pengetahuan yang penting yaitu tacit knowledge dan explicit knowledge. Namun  sayang, Knowledge Sharing yang ada di rumah sakit muhammadiyah Palembang ini belum berjalan dengan baik dimana tacit knowledge hanya dimiliki oleh karyawan tertentu, dan explicit knowledge seperti dokumen yang tersimpan di berbagai tempat penyimpanan. Solusi dari permasalahan tersebut yaitu membangun KMS bagian administrasi pelayanan di rumah sakit muhammadiyah Palembang. KMS pada bagian administrasi ini diperlukan untuk berbagi informasi dan sebagai referensi bagi para karyawan yang membutuhkan Aplikasi KMS yang dibangun menggunakan bahasa pemrograman HTML 5 dan basis data MySQL. Serta dengan menggunakan metode the 10-step knowledge management roadmap. Aplikasi KMS yang dibangun dapat membantu rumah sakit muhammadiyah dalam mengumpulkan pengetahuan tersebut kedalam suatu wadah, sehingga tidak akan kehilangan pengetahuan yang dimiliki karyawan dibagian administrasi.

The impacts of trust and feelings on knowledge sharing among chinese employees

2014 ◽  
Vol 17 (1) ◽  
pp. 21-28 ◽  
Author(s):  
Michael Jijin Zhang
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
The Other ◽  
Differential Effects ◽  
Other Hand ◽  
Different Types ◽  
Knowledge Seeking

This article examines the differential effects of two types of trust (affect based and cognition based) and two types of feelings (ganqing and jiaoqing) on different knowledge-sharing processes (seeking, transfer, and adoption) among Chinese employees. The influences of these different types of trust and feelings on Chinese employeesʼ propensities to seek, transfer, and adopt explicit and tacit knowledge are also analyzed and discussed. The analysis shows affect-based trust increases knowledge transfer, while cognition-based trust is more important to knowledge seeking and adoption. Affect-based trust alone can facilitate the different processes of sharing explicit knowledge. Effective sharing of tacit knowledge, on the other hand, requires the simul-taneous support from affect-based trust and cognition-based trust. Ganqing and jiaoqing are also important in knowledge transfer and adoption. Either feeling may increase the likelihood to seek, transfer, and adopt explicit knowledge by itself. The influences of both feelings on tacit knowledge seeking, transfer, and adoption hinge on the presence of cognition-based trust.

scholarly journals PENERAPAN KNOWLEDGE MANAGEMENT PADA PROSES PELAPORAN DATA PERGURUAN TINGGI (STUDI KASUS DI STIE BINA BANGSA)

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Sigit Auliana ◽  
Iis Nurasiah
Keyword(s):  
Knowledge Management ◽  
Focus Group ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Focus Group Discussion ◽  
Explicit Knowledge ◽  
Group Discussion

Penelitian ini� membahas knowledge� �management pengalihan pengetahuan tacit ke pengetahuan explicit dalam laporan penyelenggaraan� Pendidikan� Tinggi� (PDDikti)� mulai� dari� pengumpulan� data,� proses� pembuatan� laporan, proses validasi� hingga� proses sinkronisisasi data PDDikti untuk dilaporkan ke Kementerian Riset dan Pendidikan Tinggi.Tujuan penelitian ini adalah untuk mengetahui� Penerapan� Knowledge �Management Pada Proses Pelaporan Data Perguruan Tinggi (Studi Kasus di STIE Bina Bangsa) menggunakan Model Konversi Knowledge �SECI� (Socialization, Externalization, Combination, Internalization).Berdasar analisa terhadap data, informasi dan� knowledge , serta analisa hasil dari� Focus Group Discussion,� proses-proses� Knowledge �Management� yang� terdapat� pada� proses� pelaporan Pelaporan Data Perguruan Tinggi Pendidikan (PDDikti)�� adalah socialization for knowledge �sharing dan Externalization, tetapi Combination dan Internalization belum nampak.�Model� Knowledge �Management� yang ada di STIE Bina Bangsa� menyediakan� beberapa� fasilitas� yang� sesuai dengan� proses� Pelaporan Data Perguruan Tinggi (PDDikti).� Fasilitas� yang� disediakan� pada� model� Knowledge �Management� antara� lain fasilitas� forum� dan� workflow� yang� ditujukan� untuk� menunjang� proses� Socialization� for knowledge�� sharing,� sedangkan� fasilitas� upload� dan� download� dokumen� untuk� menunjang proses Externalization.Kata Kunci :� knowledge� �management, tacit knowledge, explicit knowledge, Pelaporan Pendidikan Tinggi(PDDikti)

Knowledge Management in Agile Methods Context

2012 ◽  
pp. 35-71
Author(s):  
Zaidoun Alzoabi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Agile Methods ◽  
Face To Face ◽  
Informal Knowledge ◽  
Extensive Documentation ◽  
Development Processes ◽  
Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

scholarly journals Simulation of Knowledge Transfer Process Model Between Universities: A Perspective of Cluster Innovation Network

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-13 ◽  
Author(s):  
Fang Wei ◽  
Xiao Limin
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Transfer Process ◽  
Process Model ◽  
Explicit Knowledge ◽  
Potential Difference ◽  
Dynamic Evolution ◽  
Innovation Network ◽  
Knowledge Level

Combined with the basic properties of the cluster innovation network, with the cluster innovation network, which can be composed of different universities that have knowledge potential difference as the research object, the knowledge transfer process is divided into four stages: knowledge externalization, knowledge sharing, knowledge innovation, and knowledge internalization, and the article constructs a knowledge transfer process model through introducing explicit knowledge and tacit knowledge conversion effect mechanism. According to the theory of complex adaptive system, the principle of network connection oriented the knowledge potential difference and the characteristic of the explicit knowledge and tacit knowledge within universities. We research the knowledge transfer process of universities using the system simulation method and focus on the evolution mechanism of the cluster innovation network’s knowledge level at knowledge externalization and knowledge sharing stage. It further reveals the basic topology structure and dynamic evolution law of universities cluster innovation network. We find that both knowledge externalization efficiency and knowledge learning ability have positive correlation with the general knowledge level of network. The evident small-world network characteristic emerges during the dynamic evolution of universities cluster innovation network. Meanwhile, there exists a coupling evolution between the knowledge level of universities and the topology structure of the cluster innovation network.

scholarly journals PENGARUH TIPE BUDAYA ORGANISASI TERHADAP PERILAKU KNOWLEDGE SHARING: PENDEKATAN KONSEP

2018 ◽  
Vol 7 (1) ◽  
Author(s):  
Hermanto Hermanto
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Organisational Culture ◽  
Tacit Knowledge Sharing ◽  
Organisational Behaviour ◽  
Innovation Knowledge

Resources are central to the existence of any organisation, and among these resources, knowledge is recognised as one of the most important. Knowledge can be categorised as explicit or tacit. Explicit knowledge can be articulated, stored independently, and easily communicated. Conversely, tacit knowledge is embedded deep in people’s minds and is not easily shared. Attempts to share can be slow, costly, and uncertain. Although it is acknowledged that there are inherent benefits to tacit knowledge, people, generally, are reluctant to share it because of various barriers. According to prior research, organisational culture is one of the main barriers. This paper proposes a conceptual framework that willfacilitate the study of the influence of organisational culture types on tacit knowledge-sharing behaviour.Keywords: Organisational Behaviour, Innovation, Knowledge Management

Where Knowledge Management Resides within Project Management

2011 ◽  
pp. 2919-2932
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

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