An empirical study of knowledge mapping implementation in Indonesian organizational context

Abstract

Purpose Knowledge growth is currently experiencing a very exponential increase, through a digital transformation of knowledge in the organization and the emergence of various platforms through management system content such as blogs and social media that have encouraged such growth. An employee no longer only interacts in knowledge management (KM) in his organization but can communicate and collaborate to share knowledge through these platforms widely. Much of the spread of knowledge is a challenge for organizations to manage and use their knowledge and spread knowledge and become part of the expertise possessed by employees in their organizations. For this reason, an intelligent knowledge mapping approach is needed to facilitate finding, managing and identifying knowledge owned by an organization. This paper aims to see the use of smart knowledge mapping in organizations empirically. Design/methodology/approach This research was conducted empirically by conducting a literature study method to compile a questionnaire and conduct a survey through purposive sampling, sampling taken from the KM and Society Indonesia community. This survey limits only to respondents who have experience in conducting knowledge mapping in an organization. Findings The use of data sources that have been owned by the organization and also the consideration of the use of digital footprint employees spread across the internet can be a potential to explore the knowledge resources possessed by the organization. Of course, with the support of technology through the use of artificial intelligence (AI), it is expected to be able to present a comprehensive, adaptive and objective knowledge mapping for the organization. Practical implications The paper provides practical implications for knowledge mapping implementation in an organization by adopting AI with considerable digital footprint employees spread across the internet. Originality/value This paper provides empirical information about knowledge mapping implementation in Indonesian organization.

Theoretical B2B knowledge management framework focused on value co-creation

“…Therefore, knowledge storage can be understood as the company’s “memory”, containing data, information and explicit knowledge (Wang et al , 2007). Also, knowledge mapping should be understood as a critical KM tool in which its research has been carried out in various fields; to make the best use of it, the organization must provide a platform to share knowledge or rather, this “memory”, obtained by the organization (Al Hakim et al , 2020).…”

An evaluation of critical knowledge areas for managing the COVID-19 pandemic

“…These knowledge maps can also make use of artificial intelligence (AI) with imaging, clinical symptoms, exposure history and laboratory data, creating an algorithm with which to rapidly diagnose COVID-19 in patients. Al Hakim et al (2020) also concluded that the support of technology through the use of AI can be expected to enable comprehensive, adaptive and objective knowledge mapping for organisations.…”

“…Al Hakim et al (2020) also concluded that the support of technology through the use of AI can be expected to enable comprehensive, adaptive and objective knowledge mapping for organisations.…”

“…According to Mital et al (2018), the knowledge used by decision makers is tacit knowledge, and they generally use certain mental models for evaluation when making a decision. Al Hakim et al (2020) noted that knowledge mapping is an essential part of KM, stating that a knowledge map can be a bridge when implementing the KM system (KMS). A knowledge map does not contain knowledge, but, rather, it includes a conceptual picture of knowledge that demonstrates the relationships between different aspects of knowledge (knowledge profile), locations (link to the site) and knowledge owners (expert) (Kim et al , 2003).…”