KNOWLEDGE MANAGEMENT READINESS ASSESSMENT AT DIRECTORATE OF LAND MANAGEMENT UNIT OF BATAM INDUSTRIAL FREE ZONE AUTHORITY (BIFZA)

• Main Author: Kresno, Rico
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/53426
• Institution: Institut Teknologi Bandung

Land is an asset of the Batam Free Trade and Free Port Zone (KPBPB-Batam) which is managed by the Batam Indonesia Free Zone Authority (BIFZA). Land is a catalyst for economic activity, which includes trade, maritime, industry, transportation, banking, tourism and other activities. The nature of the soil which does not increase in size adds to the challenges in its management so that it can provide optimal impact for Batam. Although the potential for foreign direct investment (FDI) is high, Batam has not been able to optimally exploit this potential due to limited land. With future investment targets, development in KPBPB-Batam in the future will increase land requirements so that land must be used wisely to provide broad sustainable benefits for Batam economic growth. Land management is very important for BP Batam in managing and optimizing all managed land. Optimizing land management can help BP Batam to increase added value for Batam. The unit responsible for managing KPBPB-Batam's land assets is the Directorate of Land Management. The Directorate of Land has the following duties and functions: a. Preparation for the implementation of land procurement and allocation; b. Preparing the implementation of land use evaluation and monitoring; c. Preparing the implementation of land services and information; and d. Preparation for the implementation of land rights. In managing the land, the Directorate of Land Management faces quite serious challenges, in the form of service process dynamics caused by external and internal regulatory dynamics, changes of officials and staff, all of which require a learning process. From the above dynamics, the service process can be constrained, and has the potential to create inefficiency which in turn affects investment targets and state non-tax revenue (PNBP), thus impacting the unit's Key Performance Index (KPI). The research aims to find solutions to these problems, especially related to service quality, through a Knowledge Management approach. The APO Knowledge Management assessment questionnaire is used as a tool to determine whether Knowledge Management is practiced and the extent to which it is being applied, determine whether the organization has the right conditions to establish and maintain a systematic Knowledge Management process, and identify organizational strengths and opportunities for improved knowledge management. Qualitative research was conducted through interviews to obtain empirical information from key persons in the Directorate of Land Management. Based on the results of interviews and assessments, the Directorate of Land Management has implemented the concept of Knowledge Management in their respective work units. The authors found that Knowledge Management practices at the Directorate of Land Management were carried out spontaneously and not systematically. Of the 7 categories of APO KM Assessment, the People category has the lowest score, which means that knowledge management has not become part of the organizational strategy because the organization has not facilitated the improvement of employees' knowledge management capabilities so that knowledge management is only used as a tool to facilitate work implementation but does not become a competitive advantage. The business solutions are then determined based on data analysis. The author suggests that the Directorate of Lands focus on paying attention to areas with low scores coupled with efforts to maintain and improve areas with good scores.