The Effect of Knowledge Management Implementation on the Organizational Performance through Learning Organization at PT Inalum (Persero)

2021 ◽  
Vol 8 (7) ◽  
pp. 169-175
Author(s):  
Aghnia Pangeran Siregar ◽  
Nazaruddin . ◽  
Rulianda Purnomo Wibowo
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Total Sample ◽  
Sem Analysis ◽  
Validity And Reliability ◽  
Management Learning ◽  
Tacit Knowledge Management

PT Indonesia Asahan Aluminium (Persero) or Inalum is a State-Owned Enterprise (BUMN) which is a pioneer company and the only one in Indonesia engaged in the production of Primary Aluminium (ingots, billets and alloys). Currently, Inalum is faced with problems with 42.39% of employees having period of employment less than 5 years in 2018. Conditions of productivity performance also declined from 2014 which was 135.35 tons of aluminium per employee per year to 117.67 tons of aluminium per employee per year in 2018. This becomes basic policy to implement knowledge management and learning organizations within the company. The purpose of this research is to find out and analyze the effect of knowledge management with the focus of tacit knowledge on organizational performance through learning organizations. The independent variable in this study is tacit knowledge management, the dependent variable is organizational performance, and the intervening variable is the learning organization. Data collection using a questionnaire with a total sample of 100 respondents. This research uses SEM analysis method which has previously been tested for validity and reliability. The results of this study indicate that tacit knowledge management has a positive and significant effect on organizational performance, tacit knowledge management has a positive and significant effect on learning organizations, learning organization has a positive and significant effect on organizational performance and tacit knowledge management has a positive and significant effect on organizational performance through learning organizations. Keywords: Knowledge Management, Tacit Knowledge Management, Learning Organization, and Organizational Performance.

Practical aspects of knowledge management in learning organization

10.12737/2402 ◽  
2013 ◽  
Vol 2 (6) ◽  
pp. 29-32
Author(s):  
Коробкина ◽  
M. Korobkina
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Practical Aspect ◽  
Mental Activity ◽  
Practical Advice ◽  
Foreign Experience ◽  
Management Function

The article deals with urgent problems of knowledge management in learning organizations; discusses the practical aspect of the company, based on knowledge; investigates the problems and prospects of learning organizations. The article aims to identify the mechanisms of corporate knowledge management in the learning organization. The author considers knowledge as a result of mental activity, there is a «people´s minds». Considered formalized and tacit knowledge, as true learning organization. Additionally, the article provides practical advice for learning organizations, developing the knowledge management function. The function of knowledge management is seen as an essential component of organizational learning. In conclusion, disclosed the problems and prospects of learning organizations, as well as considering the prospect of becoming a learning organization. The article is based on an analysis of the Russian and foreign experience.

scholarly journals The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations

2016 ◽  
pp. 1198-1228
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Knowledge Economy ◽  
Business Performance ◽  
Learning Organizations ◽  
Theoretical Concepts ◽  
E Learning ◽  
Strategic Goals

This chapter presents the roles of e-learning, organizational learning, and knowledge management (KM) in the learning organizations, thus describing the practical and theoretical concepts of learning organization, e-learning, organizational learning, and KM; and the significance of e-learning, organizational learning, and KM in the learning organizations. The utilization of e-learning, organizational learning, and KM leads to the improved organizational success in the growing knowledge economy. The appropriateness of e-learning, organizational learning, and KM is influential for the learning organizations to serve practitioners and researchers, increase business performance, sustain competitiveness, and fulfill expected accomplishment in the learning organizations. The chapter argues that promoting e-learning, organizational learning, and KM has the potential to increase organizational performance and achieve strategic goals in the learning organizations.

The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations

2016 ◽  
pp. 786-816 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Knowledge Economy ◽  
Business Performance ◽  
Learning Organizations ◽  
Theoretical Concepts ◽  
E Learning ◽  
Strategic Goals

This chapter presents the roles of e-learning, organizational learning, and knowledge management (KM) in the learning organizations, thus describing the practical and theoretical concepts of learning organization, e-learning, organizational learning, and KM; and the significance of e-learning, organizational learning, and KM in the learning organizations. The utilization of e-learning, organizational learning, and KM leads to the improved organizational success in the growing knowledge economy. The appropriateness of e-learning, organizational learning, and KM is influential for the learning organizations to serve practitioners and researchers, increase business performance, sustain competitiveness, and fulfill expected accomplishment in the learning organizations. The chapter argues that promoting e-learning, organizational learning, and KM has the potential to increase organizational performance and achieve strategic goals in the learning organizations.

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

scholarly journals Strategic Aspect of Knowledge Management

Organizacija ◽  
2017 ◽  
Vol 50 (2) ◽  
pp. 163-176 ◽  
Author(s):  
Olja Arsenijević ◽  
Dragan Trivan ◽  
Iztok Podbregar ◽  
Polona Šprajc
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
First Generation ◽  
Point Of View ◽  
Factors Affecting ◽  
Level Of Knowledge ◽  
Empirical Point ◽  
Using Data ◽  
Tacit Knowledge Management

Abstract Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture. Design/Methodology/Approach: In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management. Results: The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses. Conclusion: The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.

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