Pengaruh Sumber Daya Teknologi Informasi Terhadap Knowledge Management dan Keunggulan Kompetitif UMKM di Kabupaten Kotawaringin Timur

Tujuan utama Penelitian ini adalah untuk menguji pengaruh Sumber Daya Teknologi Informasi (IT Human Resource,IT Infrastucture Resource, IT Relationship Resource) dan Knowledge Management pada UMKM di Kabupaten Kotawaringin Timur dengan tujuan dapat meningkatkan keunggulan kompetitif dan mampu berdaya saing tinggi dengan perusahaan lainnya. Data dari 160 UMKM di Kabupaten Kotawaringin Timur membuktikan bahwa Sumber daya teknologi informasi yaitu IT Human Resource tidak berpengaruh positif dan tidak signifikan terhadap Kemampuan Knowledge Management, IT Infrastructure Resource dan IT Relationship Resource berpengaruh positif dan signifikan terhadap Knowledge Management. IT Human Resource, IT Infrastructure Resource dan IT Relationship Resource memiliki pengaruh tidak langsung terhadap Keunggulan Kompetitif melalui mediasi Knowledge Management. Sehingga, penelitian ini dapat menjadi pertimbangan untuk para pemilik UMKM untuk dapat menerapkan Teknologi Informasi dan Knowlege Management sebagai salah satu faktor penentu Keunggulan kompetitif perusahaannya.

The effect of knowlege management and talent management on employee performance and the impact on competitive advantage (Survey at private colleges in Kulonprogo district, Yogyakarta)

<p>This study aims to examine the effect of talent management and knowledge management on employee performance and the impact on performance of Private Colleges Employees in Kulonprogo, Yogyakarta, either partially or simultaneously. The research method used a survey with a questionnaire measured by a Likert Scale. The population is 104 Lecturers and Education Personnel at three active Private Colleges in Kulonprogo District. The data were analyzed by Lisrel 8.80 software. This study produced seven findings. First, Knowledge Management (X1) significantly affects on Employee Performance. Second, Talent Management (X2) significantly affects on Employee Performance (Y). Third, Knowledge Management (X1) and Talent Management (X2) simultaneously have a significant effect on Employee Performance (Y1). Fourth, Knowledge Management (X1) insignificantly affects on Competitive Advantage (Y2). Fifth, Talent Management (X2) insignificantly affects on Competitive Advantage (Y2). Sixth, Knowledge Management (X1) and Talent Management (X2) simultaneously have a positive and significant effect on Competitive Advantage (Y2). Seventh, Employee Performance (Y1) significantly affects on Competitive Advantage (Y2);</p>

Knowledge management: uncovering risky gaps underlying the criticisms and moving to another perspective

The comments related to the sustainability of knowledge management (KM) have shown signs that it possibly can be a discourse which determines a quick style, but otherwise have also allowed the building of a better understanding about the limits and weaknesses of the knowlege management. In addition to the criticisms, the conceptual bases of knowledge management have been undermined by a contradictory combination of paradigms; there are also contradictions between the theoretical perspective jubjacent to the knwoledge management and its operationality. As a way of minimizing the possibility that the knowledge management may be turned into an umbrella concept and fail, it is suggested that its approaches embody a more interpretative perspective, taking up the role of an instrument which enables and facilitates the processes and practices in building up knowledge and information, enhancing their focus on the support to the establishment of human competences in order to deal intelligently with the present overcharge of information resources and need for building up information in the organizations.