PROCESSES AND METHODS FOR IDENTIFYING CRITICAL KNOWLEDGE (CASE STUDY: PT. XYZ)
PT. XYZ is a state-owned enterprise that has reached the age of six decades in the energy industry. As one of the biggest energy companies, PT. XYZ has so many selected employees with the best talents in Indonesia and with the knowledge and experience they have. PT. XYZ sees the experiences of it...
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| Format: | Theses |
| Language: | Indonesia |
| Subjects: | |
| Online Access: | https://digilib.itb.ac.id/gdl/view/38228 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | PT. XYZ is a state-owned enterprise that has reached the age of six decades in the energy
industry. As one of the biggest energy companies, PT. XYZ has so many selected
employees with the best talents in Indonesia and with the knowledge and experience they
have. PT. XYZ sees the experiences of its employees as valuable assets that need to be
maintained within the company, and forwarded to future generations. PT. XYZ realizes
that the company's success in producing performance is inseparable from the company's
ability to manage and develop its human capital as the main asset to achieve business
goals, both now and in the future. On this basis, PT. XYZ feels the need to manage
internal knowledge, which includes managing all knowledge assets in supporting the
company's vision and mission.
In the era of knowledge, competitiveness and the future of the company becomes
increasingly dependent on the knowledge possessed by the company, as well as with PT.
XYZ, how they use knowledge, how they share that knowledge, and how companies
protect the knowledge they already have. Where we know that not all knowledge
becomes critical knowledge other than that different types of knowledge also require
different management. To find out how to run a strategy the company must first know
what knowledge is needed and important to know to fit the needs.
This research was conducted with the aim of identifying critical knowledge because when
critical knowledge has been established, companies can focus more on developing steps
related to what will be the company's business strategy in the future. The steps and
processes in this identification using the theory of Tjakraatmadja and Kristinawati (2017)
in combination with the analytical theory of process hierarchy by Thomas L. Saaty. |
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