Purpose – The purpose of this paper is to attempt to build a conceptual model of Open Access Institutional Repositories (OAIR) in Indonesia academic libraries, viewed from knowledge management (KM) perspective. Design/methodology/approach – Literature-based conceptual analysis of previous studies related to open access, institutional repositories viewed from KM perpective. Findings – The conceptual model of OAIR emphasizes three variables – people collaboration, process, and technology functions. These variables, with their many elements, are integrated together in order to help the university or Higher Education (HE) institution in capturing its own scholarship produced as a whole. Besides, that integration aims at facilitating knowledge sharing so as to enrich knowledge content and to enhance global access. A process chart of OAIR based on the conceptual model is built to illustrate knowledge content recruitment in Indonesia academic libraries. Research limitations/implications – The conceptual model proposed in this paper is not yet formally tested. It needs more research to understand the Indonesian context of OAIR to build a more accurate model, based on the experiences in developing and implementing OAIR in Indonesia HE institutions. Originality/value – Many academic libraries in Indonesia develop OAIR to increase the visibility of the scholarship of the parent HE institution. It is significant to view the practice of OAIR in academic library from the KM perspective. KM implementation is almost unheard of in Indonesia universities. However, The OAIR phenomenon in Indonesia academic libraries can be viewed as a KM initiative.

Oil & gas companies in Indonesia are facing a new challenge since the government changed the production sharing contract (PSC) from Cost Recovery scheme become Gross Split scheme through Ministerial Decree of ESDM No. 8/2017 and No. 52/2017, 'Kontrak Bagi Hasil Gross Split'. The biggest challenge in new scheme is Company must bear all the capital cost and risk instead of Company and Government proportionally. In the way to get the research objectives in finding out key factors potential cause of failure the gross split implementation at PHE ONWJ and it's strategy to avoid the failure, author performed the research by qualitative method referred to Creswell research methodology through individual interview of 10 experts in oil & gas industry. The scope of the paper is study literature, observation, individual interview, data analysis, finding and discussion, recommendation, and implementation plan. The research found out that key factor of potential failures the gross split implementation is the cost efficiency, which is driven by inefficiency activities, unmanaged risks, and unmanaged cash flow. If Company could not reach a certain amount cost efficiency that equivalent to expenditure ≤ 48% of total gross revenue, then definitely it leads to potential failure of Company operations business. Research analysis said that cost efficiency could be achieved when company succeed reducing the operation expenditure (OPEX) and capital expenditure (CAPEX) by performing innovation strategy such as changing the engineering design to fit-for-purpose, expanded procurement to new resources strategy, renegotiate existing contracts value, developing long term contracting strategies, improving contracts scope become very clear, generating work program prioritization, and improving the synergy of stakeholders. By doing the mentioned innovation strategies, company has obtained cost efficiency and generated positive cash flow for 1 st year of gross split implementation. This is an early

This qualitative research is conducted to discover which PMO model is suitable for Solusi Telecom, an Indonesian based telecommunication operator. The study identifies that desirable PMO should be able to: integrate corporate portfolio, standardize project management methodology, rollout project management tools, improve communication, grant complete oversight, and empower PMO leadership. Analysis on the suitable PMO model is conducted by using PMO Maturity Cube theoretical framework as a basis, which shows the suitable PMO model for Solusi Telecom is corporate scope and the combination of three roles: operational, strategic, and tactical with varying maturity level for each role. By applying this model, it is expected that the project performance is increased, which may increase revenue generation capability and improve employee productivity.

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