PROCESSES AND METHODS FOR IDENTIFYING CRITICAL KNOWLEDGE (CASE STUDY: PT. XYZ)

• Main Author: Novitasari, Dea
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/38228
• Institution: Institut Teknologi Bandung

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.