Knowledge Management Maturity Level of Indonesian Government Institutions and State-Owned Enterprises

Abstract

This qualitative study aims to examine the maturity level of Indonesian government institutions (IGI) and state-owned enterprises (SEO) in knowledge management (KM). KM maturity is measured using three KM components—people, process, and technology—and categorized using four levels—develop, standardize, optimize, and innovate. This research collected and analyzed various forms of qualitative data, such as secondary data, in-depth interviews, and observations. An integrative case study was conducted and resulted in a clear understanding of the implementation, level, and output of KM maturity in IGI and SEOs. Research findings can be broken down into two outputs: (1) The identification of KM implementation in IGI and SEOs, which formed the basis of our KM mapping plot. KM has become a strategy to manifest bureaucratic reform in IGI to become knowledgeable institutions in disruptive settings; (2) A method to propose KM maturity level. Future research could incorporate the efficacy variables of KM implementation and develop KM maturity typology criteria.

Implementation of Bureaucratic Reform to Improve Public Services

“…Optimization of the policy of implementing bureaucratic reform, especially the reform of the human resource element needs to be carried out through concrete efforts, such as training and other means to make human resources capable of having an attitude of integrity, neutral, competent, capable, professional, high-performing and prosperous (Kori et al, 2015). Then to see how the implementation of reform and bureaucracy has been carried out in several countries, we can refer to the Main Principles of the Public Sector Reform Case Study and Framework (Tjakraatmadja et al, 2022). This book reviews the main principles of Public Sector Reform:…”

A influência da cultura, do RH e da liderança sobre a gestão do conhecimento

“…O conhecimen-to dos estágios permite responder às necessidades e desafios organizacionais de cada momento. É o primeiro passo em direção à melhoria da efetividade da GC (GREINER, 1972;ADIZES, 1979ADIZES, , 1990KA-ZANJIAN;DRAZIN, 1990;MARQUES et al, 2019;DEMCHIG, 2020;BOUGOULIA;GLYKAS, 2022;SHEIKHSHOAEI et al, 2022;TJAKRAATMADJA et al, 2022).…”

“…A GC depende essencialmente de inputs individuais, pois é por meio das pessoas que ela ocorre (TERRA, 2005). Nesse sentido, alguns pesquisadores já identificaram que os modelos abordam três fatores considerados universais aos MMGC: pessoas, processos e tecnologia; com algumas variações (AZMEE; KASSIM; ABDULLAH, 2017; NEVES; VARVAKIS; FIALHO, 2018;Pereira et al, 2021;TJAKRAATMADJA et al, 2022). Nesse sentido, este trabalho irá analisar os aspectos humanos da GC: a cultura organizacional, a gestão das pessoas na organização e o papel exercido pela alta gerencia.…”