KNOWLEDGE CONVERSION MECHANISMS AND THEIR HUMAN CAPITAL MANAGEMENT IMPLICATIONS CASE OF BANGUN JAYA

• Main Author: Aisyah Ardhinindya, Gayatri
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/35505
• Institution: Institut Teknologi Bandung

Indonesia is known as a developing country, because most of the Indonesian are people or workers with low income. As the review from World Bank (2017), out of a population of 252 million, more than 28 million Indonesians still live below the poverty line. The slower pace of job creation is another challenge to efforts at reducing poverty. Employment growth is now slower than population growth. This situation make financing in Indonesia would be different from another country in Asia. It is because most of Indonesians are using the micro financial systems that involve the supply of financial services to poor or low-income earning individuals and companies. It is described the definition about knowledge management (KM) that develop in this research as the Bangun Jaya business solutions. There also explanation of the process knowledge conversion from tacit-to-tacit and tacit-to-explicit mechanisms, based on SECI tools that shows how knowledge is transferred in the most important and smallest economic agents in the country. Therefore, the implications of Human Capital Management (HCM) support almost KM activities, which based on employee-benefits in order to make them stay in the company. The business solution is captured from the results of qualitative data collection by interview and observation in the Head Quarter Office of the company. It is already analyzed and categorized by coding process, which are attached in the appendix pages as a real proof or evidence of this research. The tacit-to-tacit knowledge conversion mechanisms that are mentioned, consists of negotiation, argument and adaptation as the basic knowledge. It is spontaneus, generous and more practical rather than written or codified knowledge. The mechanisms of tacit-to-explicit knowledge conversion is not much more provides rather than tacit-to-tacit in this company. Besides the company knowledge that considered as a valuable assets, the employees or the human in the companies ar also their capital assest. It is described that human capital management (HCM) implications in the company, has already developed. It means the company is realize to humanizing their human resources by gives some appropriate rewards, rather than only just employed or deployed the employees. Author suggests the company to create the implementation plans that begins with internal storage platform that contains of tacit knowledge from employee’s experiences and explicit knowledge from the expertise. Lesson learned that collect from employee’s notes, also archiving the explicit knowledge that already categorized and integrated with the knowledge units are provides as an alternative business solution, in order to sustain the business growth for this company. Therefore, create another platform to design training the basic skills and sustainable learning with deeper understanding from the previous incidents happened. It can be knowledge-based skills training from internal lecturers such as mentor and the expert’s senior. Furthermore, profiling of each employees track record or performance is a compliment for the proper HCM documents, in order to design the right compensation for the employee and also the evaluation of the company.