AN INTEGRATIVE FRAMEWORK OF RELATIONSHIPS AMONG KNOWLEDGE MANAGEMENT PROCESS, DYNAMIC CAPABILITY, AND PERFORMANCE CASE STUDY OF PT.DIRGANTARA INDONESIA

• Main Author: Kristinawati, Didin
• Format: Dissertations
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/46710
• Institution: Institut Teknologi Bandung

This study is aimed to examine the relationship between knowledge management processes and dynamic capability; to examine the influence of dynamic capability and knowledge management to firm performance; to expands the study on the factors that influence the process of knowledge management in organizations namely learning habitat, information technology, and t-shape skill; to provide qualitative explanation that will enrich our understanding of the relationships among them. The design of this study is aimed to address the research questions. Therefore, we employ mixed method of quantitative and qualitative explanation for the study. To test the hypotheses, we derived our sample from PT.DI as a knowledge intensive companies. After obtaining permission from senior management, a sample of 200 was devised and questionnaires were distributed together with a covering page explaining the purpose of study and assuring confidentiality. Of the 200 questionnaires distributed, 140 were returned, 112 ready for data analysis which are adequate for data analysis. To test the hypotheses, a structural equation modeling with partial least square (PLS). After quantitative study shows its result, the study is continued with qualitative stage to seek for clarity and explanation of the model results. The results show KM process has positive effect to dynamic capability. Dynamic capability has positive effect to performance. Knowledge management process has positive effect to performance is not supported. It shows dynamic capability mediates the relationship between knowledge management and performance. Learning Habitat has positive effect to Knowledge Management process. Learning habitat has positive effect to T-shape skill is supported. T-shape skill has positive effect to KM Process is not supported. T-shape skill has positive effect to dynamic capability is supported. The relationships among variables as a result of this study is named Knowledge-based Dynamic Capability and Performance Model. From the findings, continues learning at PT.DI is conditioned, motivated by vision of organization, manifested in the program to achieve innovation product or certification requirement. Therefore, company needs to launch new program for ii continues learning activities. Since aircraft production is rigid in term of standard, learning from codified procedure is a must, while learning by doing is company routines, drives by its value of progressive manufacturing plan. With the strategy of progressive manufacturing plan, PT.DI acquires knowledge for product certification from CN-235 co-design & co-manufacturing with CASA. However, due to impact of monetary crisis in 1998, some of professional elite (leading engineer) left the company, meaning that the knowledge for certification also left the company. This left ‘a burden’ for N219 production, in which less capability for certification, currently becomes real problem of PT.DI. This, again supporting the argument that dynamic capability is build upon effective knowledge management. The need for direct socialization with the partner has been facilitated by sending PT.DI experts to partner's factory/hangar, and vice versa. Codification of knowledge becomes an obligation to obtain certification. PT.DI has been exercise its dynamic capability in restructuring and or reconfiguring internal for example: scholarship to TU Delft, Aachen, as well as internship to others aerospace producer (Boeing, Airbus, Government, Military, Aircraft seller etc); building Aircraft Workshop; building industry supporting (metal, mecaf, ralin, rubber); establishment of Universal Maintenance Center (UMC). Information Technology is supporting element as a part of operation/production, some of IT support has not been integrated. T-shaped skill of the employee, becomes organization (natural) needs, since PT.DI is intensely collaborate with external partner, be it customer, supplier, or co-design/co-manufacture activities. While the profile of employees are dominantly aging workforce who highly specialized, model shows T-shaped skill employees are also needed to conduct dynamic capability activities such as collaboration internal company or external parties with suppliers, consumers, other partners in creating innovation or making alliances. The findings also shows, T-shaped employees can be facilitated trough conducive/fertile learning habitat. To attract partner in more strategic business, PT.DI should perform its capability both ordinary/technical and dynamic capabilities based on richer knowledge bases. This means PT.DI should implement effective knowledge management process to enrich its knowledge bases, to update with relevant knowledge for its business. At the end, business should create value both financial and non financial. PT.DI is expected not only mastering high technology as aerospace, but also generating financial profit to be sustained in the long term.