A PROPOSED ACCELERATION STRATEGY FOR KNOWLEDGE MANAGEMENT SYSTEM AT PT. WASKITA KARYA (PERSERO) TBK.

• Main Author: Astarini Suryabrata, Desca
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/79684
• Institution: Institut Teknologi Bandung

The transfer and utilization of knowledge is becoming increasingly important for the success of organizations operating in today's market (Zack et al., 2009). The rapid development of technology accelerates the growth of innovation in the Company which also provides its own competitive value. This resulted in increasingly tight competition among companies, including the construction industry. To consistently improve company performance, organizations are now trying to operate effectively and efficiently through digitalization. In addition, the fast cycle of performance improvement and innovation is triggered by this digitalization era. For this acceleration to be successful, knowledge must be managed optimally. This means that information must be created, developed, managed, stored and used effectively. The proper use of knowledge can be one of the activities to support business goals and priorities in an organization with an effective knowledge management strategy. State-owned construction company PT. Waskita Karya (Persero) Tbk has been running its business since 1961. According to a study conducted by Onyeagam et al. (2020), construction companies have a low level of knowledge management. Even though the implementation of knowledge management can significantly increase competition, reduce risk, increase collaboration, encourage innovation and profitability, accelerate problem resolution, increase project prices, and increase client satisfaction and protection so that it can provide tactical and strategic advantages in a competitive construction industry. Therefore, the implementation of knowledge management at Waskita must be carried out to provide impact or added value so that the Company can continue to compete in the construction industry market. To ensure that the efforts made have an impact in the Company, Waskita needs to measure its knowledge management activities and conduct periodic evaluations. The evaluation and measurements conducted should align with the Company's Vision and Mission. Therefore, it is necessary to review the assessment of the Knowledge Management & Innovation Department, which serves as the Company's knowledge center under the Center of Excellence Division at Waskita. This review aims to ensure that the department's functions and systems are in line with the Company's objectives. In this way, the root cause of the implementation of ii knowledge management at Waskita can be found. Some of the problems that often arise with the knowledge management processes include uneven distribution of knowledge and less than optimal knowledge documentation. This can happen for a number of reasons, including lack of leaderships, culture and awareness of potential impacts. The reuse of knowledge will be hampered and have a suboptimal impact on the expected results if the availability of repository information does not support the Company's business activities. Employees need to understand what they can do by utilizing knowledge management by going through important stages, namely space to think and reflect again to ensure continuous learning. According to Young, R., Nair, P., Yasin, I., & D’Souza, R (2018) for the Asian Productivity Organization (APO) encompasses a variety of activities that can be employed to facilitate the implementation of knowledge management inside an organization. However, in order to determine which approach is most appropriate, it is necessary to conduct an assessment. This assessment is divided into six categories, there are Leadership, Processes, People, Technology, Knowledge Process, and Learning & Innovation. The aforementioned categories can serve as the foundation for potential resolutions to the obstacles encountered by PT. Waskita Karya (Persero) Tbk. Nevertheless, there is a scarcity of case studies that examine the application of best practice knowledge management in Indonesia, particularly within the construction sector. Hence, there is a need to revisit the notion of conducting additional study.