scholarly journals DETERMINING CONTRIBUTORS OF PERFORMANCE IN MALAYSIAN HIGH PERFORMING SCHOOLS

2014 ◽  
Vol 2 (5) ◽  
pp. 13-19
Author(s):  
Rahmad Sukor Ab Samad ◽  
Mohamed Iskandar Rahmad Sukor ◽  
Darwyan Syah
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Sampling Technique ◽  
Organizational Memory ◽  
High Performing Schools ◽  
High Performing ◽  
External Learning ◽  
Intellectual Asset

This research aimed to determine contributors of performance within the vicinity of knowledge management and organizational learning aspects in all 52 High Performing Schools in Malaysia. Purposive full sampling technique was employed and 127 out of 132 respondents consisted of national school headmasters or principals and senior assistant teachers have responded to the distributed questionnaires. The research instrument was developed from 3 theories, namely the theory by Sallis and Jones (2002), Bruce Britton (1998), and Satyendra Singh, Yolande Chan and James McKeen (2006). With the Cronbach’s Alpha value at .965, the obtained data was analyzed by using multiple regression analyses. From the results obtained, 8 predictors were found to be from knowledge management and another 15 from organizational learning. In terms of the assembling element within the capability factor; support culture, communication system and learning application were the contributors towards the performance of high performing schools. Knowledge creation, support culture and integration to strategy were the contributors for the integration element while organizational culture, knowledge sharing, knowledge creation, external learning and organizational memory were found to be the contributors. For the factor of innovation agility; intellectual asset, knowledge sharing, knowledge creation, external learning, mechanism, integration to strategy and learning application were the contributors. Lastly, for competitive actions; intellectual asset, support culture, external learning, integration to strategy and learning application were the contributors towards the performance of high performing schools.

scholarly journals MANAJAMEN PENGETAHUAN DAN PENGARUHNYA TERHADAP KINERJA TENAGA PERPUSTAKAAN

2020 ◽  
Vol 3 (2) ◽  
pp. 221
Author(s):  
Yunus Winoto ◽  
Dedi Irawan ◽  
Asep Saeful Rohman
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Sampling Technique ◽  
Knowledge Utilization ◽  
Simple Random Sample ◽  
Library Management ◽  
Knowledge Based ◽  
Library Staff ◽  
Data Collection Technique

This study aims to determine the effect of knowledge management which includes aspects of knowledge creation, knowledge sharing, and knowledge utilization on the performance of library staff either partially or simultaneously. The method used in this research uses a quantitative approach with this type of explanatory survey research. As for the so-called type of survey explanatory research is research that does not only describe or describe a phenomenon but also aims to provide an explanation of the phenomenon. Meanwhile, the population in this determination were employees of the Binus LKC Jakarta library. With the sampling technique using a simple random sample. Regarding the theory used in this study is the knowledge-based view theory from Grant, while for measuring knowledge management using the concept of knowledge management from Shujahat and performance measurement using the concept of performance from Mangkunegara. The data collection technique was carried out using a questionnaire distributed to Binus LKC employees, interviews with library managers, observations about library management activities at Binus LKC and through library studies. Based on the research results, it shows that knowledge management has a significant effect on the performance of librarians by 68%. Meanwhile, partially, the aspects of knowledge creation and aspects of knowledge sharing have a significant influence on the performance of library staff. However, the knowledge utilization aspect partially does not have a significant effect on the performance of library staff.Keyword: knowledge management; library staff; performance ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh knowledge management yang meliputi aspek knowledge creation, knowledge sharing, dan knowledge utilization terhadap kinerja tenaga perpustakaan baik secara parsial maupun simultan. Metode yang digunakan dalam penelitian ini menggunakan pendekatan kuantitatif dengan jenis penelitian eksplanatori survey. Adapun yang disebut dengan jenis penelitian eksplanatori survey adalah penelitian yang tidak hanya sekedar menggambarkan atau mendeskripsikan suatu fenomena namun juga bertujuan untuk memberikan penjelasan tentang fenomena tersebut. Sedangkan yang menjadi populasi dalam penetian ini adalah para karyawan perpustakan Binus LKC Jakarta. Dengan Teknik pengambilan sampelnya menggunakan jenis sampel acak sederhana. Mengenai teori yang digunakan dalam penelitian ini adalah teori knowledge based-view dari Grant sedangkan untuk pengukuran knowledge management menggunakan konsep knowledge management dari Shujahat dan serta pengukuran kinerja menggunakan konsep kinerja dari Mangkunegara. Teknik pengumpulan data dilakukan dengan menggunakan angket yang disebarkan pada para karyawan Binus LKC, wawancara dengan pengelola perpustakaan, observasi mengenai kegiatan penyelenggaraan perpustakaan di Binus LKC serta melalui studi kepustakaan. Berdasarkan hasil penelitian menunjukkan bahwa manajemen pengetahuan memiliki pengaruh yang signifikan pada kinerja tenaga perpustakaan sebesar 68%. Sedangkan secara parsial aspek knowledge creation dan aspek knowledge sharing memiliki pengaruh yang signifikan terhadap kinerja tenaga perpustakaan. Namun untuk aspek knowledge utilization secara parsial tidak memiliki pengaruh signifikan terhadap kinerja tenaga perpustakaan.

The Importance of Knowledge Creation and Knowledge Sharing

2018 ◽  
pp. 37-49
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Workplace Communication ◽  
Sustainable Competitive Advantage ◽  
Effective Manner ◽  
Essential Components

This chapter explains the overview of knowledge creation; the applications of knowledge creation; the overview of knowledge sharing; knowledge sharing and social media; and the advanced issues of knowledge sharing. Knowledge creation and knowledge sharing are the essential components of knowledge management (KM) for achieving sustainable competitive advantage. With the support of advanced technologies, knowledge creation and knowledge sharing can be productively utilized in various organizations. When knowledge is created and shared, executives and management must distribute that knowledge to their employees toward organizational success in a timely and effective manner. To gain the effective organizational learning, creating and sharing knowledge should be added in the organizational policy, and should be executed through workplace communication among organizational employees.

Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness in Enterprise Networks

2011 ◽  
Vol 7 (4) ◽  
pp. 37-54 ◽  
Author(s):  
Anirban Ganguly ◽  
Ali Mostashari ◽  
Mo Mansouri
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Memory ◽  
Process Efficiency ◽  
Illustrative Case ◽  
Enterprise Networks ◽  
Enterprise Network ◽  
Area Of Interest ◽  
Efficiency And Effectiveness ◽  
Generalized Metrics

Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are those that can be readily measured by various types of enterprise knowledge sharing systems, and link usage information to organizational outputs. The paper uses an illustrative case example of how an enterprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge sharing system.

Knowledge Management in Supply Chain Networks

2011 ◽  
pp. 912-920
Author(s):  
Dolphy M. Abraham ◽  
Linda Leon
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Business Processes ◽  
Business Networks ◽  
Business Organizations ◽  
Organizational Boundaries ◽  
Supply Chain Networks ◽  
Other Information

This article reviews current research and practice of knowledge management (KM) and inter-organizational learning in supply chain networks. Knowledge management is the organizational process for acquiring, organizing, and communicating the knowledge of individual employees so that the work of the organization becomes more effective (Alavi & Leidner, 1999). Knowledge management is an increasingly important process in business organizations because “managing human intellect—and converting it into useful products and services—is fast becoming the critical executive skill of the age” (Quinn, Anderson & Finkelstein, 1998). Grover and Davenport (2001) state that KM becomes “an integral business function” when organizations “realize that competitiveness hinges on effective management of intellectual resources.” Grover and Davenport also argue that knowledge management works best when it is carried out by all the employees of the organization and not just KM specialists. Business organizations frequently partner with other firms to complement their core competencies. To collaborate effectively, partner firms have to communicate with each other information about business processes as well as share ideas of how to design or improve business processes. This phenomenon of knowledge sharing across organizational boundaries is called inter-organizational learning (Argote, 1999). Knowledge management, we posit, is necessary to facilitate inter-organizational learning and direct it in a way that supports the organization’s overall objectives. Supply chain systems are an example of business networks. Supply chains involve not only multiple corporate entities but also organizational units within a single organization. We present practices used in business organizations and networks of businesses to manage the information and knowledge sharing processes using the context of supply chain systems.

What is Knowledge Management?

2011 ◽  
pp. 1-9 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Research Area ◽  
Organizational Memory ◽  
Relational Model

This chapter defines knowledge and knowledge management (KM) and establishes its roots KM is not a brand new topic; organizational learning and organizational memory are related topics that have been fields of research for many years. This chapter relates these concepts to a relational model that shows that the three topics are related and influence organizational effectiveness. Additionally, this chapter explains that KM has become a research area due to a confluence of trends that have made KM necessary and technically useful.

scholarly journals Pengaruh Penerapan Knowledge Management (KM) Terhadap Kesuksesan Pengadaan Sistem Informasi: Pendekatan Kuantitatif

2017 ◽  
Vol 4 (02) ◽  
Author(s):  
Asti Amalia Nur Fajrillah
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Knowledge Application ◽  
Management Knowledge

Alih daya (outsourcing) sistem informasi atau sering kali disebut sebagai pengadaan sistem informasi dapat diartikan sebagai pengalihan sebagian atau seluruhnya fungsi sistem informasi dari sebuah organisasi kepada penyedia layanan eksternal, untuk memperoleh keuntungan ekonomi, teknologi dan strategis. Namun mendapatkan keuntungan dari outsourcing sistem informasi bukanlah hal yang mudah; terdapat beberapa faktor yang harus diperhatikan untuk mendapatkan keseluruhan keuntungan dari outsourcing sistem informasi, sehingga suatu organisasi dapat dikatakan berhasil dalam outsourcing sistem informasinya. Di lain pihak, penerapan Knowledge Management (KM) diartikan sebagai sebuah proses dari Knowledge Management yang disebut siklus pengetahuan (knowledge cycle), dimana terdapat kegiatan pembuatan (creation), penyebaran (sharing), dan penggunaan (application) pengetahuan didalamnya. Pada kebanyakan organisasi, KM dianggap sebagai faktor utama untuk memperoleh dan mendukung keunggulan bersaing. Selanjutnya, pengetahuan juga dianggap sebagai faktor sangat penting dalam keberhasilan outsourcing sistem informasi. Penelitian ini bertujuan untuk menguji hubungan antara penerapan Knowledge Management (knowledge creation, knowledge sharing, dan knowledge application) pada keberhasilan outsourcing sistem informasi melalui faktor penentu pengadaan sistem informasi (kualitas komunikasi dan kualitas kerjasama). Penelitian ini menggunakan metode kuantitatif dengan melibatkan 66 manajer proyek sistem informasi pada sektor telekomunikasi di Indonesia. Hasil menunjukkan bahwa knowledge application sebagai tahap akhir pada penerapan KM memberikan pengaruh signifikan terhadap kesuksesan outsourcing sistem informasi melalui kualitas komunikasi dan kualitas kerjasama. Pada akhirnya, menyediakan model penerapan knowledge management dapat digunakan sebagai salah satu panduan bagi organisasi dalam melakukan outsourcing sistem informasi untuk mencapai kesuksesan dan memperoleh keseluruhan keuntungan dari outsorcing sistem informasi tersebut.

Enabling Organizational Learning to Contribute toward a Learning Organization

2011 ◽  
pp. 2221-2239
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Knowledge Creation ◽  
Knowledge Application

How can practices of knowledge management (KM) enable organizational learning to occur and then lead toward a learning organization? We seek the answer to this question by exploring three cases, Winbond, Worldpeace, and TSMC, chosen respectively from upstream, midstream, and downstream firms in the IC industry in Taiwan. We studied KM practices focusing on aspects of knowledge creation, storage/retrieval, transfer and application. Results showed that KM may play different enabling roles among IC designer, distributor and manufacturer. In this study it was found that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application, and IC manufacturers emphasize knowledge creation.

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