ANALYSIS OF KNOWLEDGE MANAGEMENT IMPLEMENTATION AT ADHI KARYA

• Main Author: ADIJAYA PUTRANTO (NIM : 29111138) Pembimbing: Ir. Rudy Bekti, MM, BRAGO
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18177
• Institution: Institut Teknologi Bandung

As a state-owned company engaged in the construction, ADHI is a company deeply affected by external environmental conditions, especially in the fields of politics and economics. Coupled with increasing global competition, ADHI must transform in order to survive. Transformation is needed as selling and corporate competence. Transformation performed ADHI is great development in its business line, so that is no longer just a construction company, but also started to move in power and resource provider of real estate. Transformation in order to thrive, it needs a corporate environment that supports a culture of knowledge sharing. As a large company, ADHI already know the importance of sharing knowledge. ADHI has implemented Knowledge Management (KM) in the company to the effect that knowledge of employees can be a knowledge asset, but its implementation is not easy plus the lack of expertise in the field of KM makes development is not maximal. <br /> <br /> <br /> The research was carried out and focuses on ADHI Headquarters, in order to analyze how the conditions of the development of Knowledge Management are in the company and how to develop the Knowledge Management to support the company's strategy. Knowledge Management ADHI need attention is not focused in the development of corporate knowledge. Indications of this can be seen in <br /> <br /> <br /> the data storage company that is not centered, difficult access to the projects that have been undertaken, the evaluation process is convoluted because redundant data and others. Therefore, a study conducted to analyze the condition of Knowledge Management and Knowledge Gap in ADHI in the company. Research using interviews as the main method, supported by a questionnaire, and then performed an analysis of the combination of the two. Interviews were conducted on the entire sector, which is associated with the development of knowledge management as ADHI Learning Center also includes the company's core management. The data supporting the use of 40 copies of the questionnaire was also distributed in part to the development team knowledge management, and partly handed over to the managers, and workers. Analysis is then considered as a combination of both the Knowledge Gap to be repaired. <br /> <br /> <br /> KM is used five steps to solve the two root causes of the above, the KM set objectives, identify the needs of people, process and technology, set to reach KM KM Strategy Objectives, gaining management commitment and identification of KM Components. Then determined the KM Initiatives, after establishing KM steps above. To facilitate the implementation of