Knowledge Management Support for Enterprise Resource Planning Implementation

Saide, Saide; Er, Mahendrawathi

doi:10.1016/j.procs.2015.12.170

Cited by 41 publications

(26 citation statements)

References 19 publications

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“…Knowledge transfer challenges were caused by the fact that knowledge has become a routine process, but the employees are not fully aware of the separate steps taken in the process of explicitly expressing knowledge [22]. The fundamental reason why Japanese companies are successful, because of their skills and experience was created of organizational knowledge [5].…”

Section: Knowledge Transfermentioning

confidence: 99%

Employees Characteristics in Knowledge Transfer and Performance

Saide¹,

Wei²,

Subriadi³

et al. 2016

Computer Science &Amp; Information Technology ( CS &Amp; IT )

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While most studies are concerned with the industry, but for non-profit organizations has not received much attention. Various have highlighted knowledge transfer (KT) for creates value, however an obstacle from the perspective among employees still exists. The main problem is still difficult because employees will not share their knowledge. This study investigated factors and develop that influence KT among employees of non-profit organizations in Indonesia. The survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft reward, and personality of employees motivation are factors which influencing the KT behaviour. Finally, the findings were discussed.

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Section: Knowledge Transfermentioning

confidence: 99%

Employees Characteristics in Knowledge Transfer and Performance

Saide¹,

Wei²,

Subriadi³

et al. 2016

Computer Science &Amp; Information Technology ( CS &Amp; IT )

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“…The presence of KM concept began to attract attention as a device capable of supporting the company in maximizing the knowledge and information at all levels of management to help improve the performance of the company [21], [22]. An increasing performance is supported by KM practice and find successful implementation requires integration of four pillars, namely leadership, learning, organizational structure, and technology.…”

Section: Knowledge Transfermentioning

confidence: 99%

Section: Knowledge Transfermentioning

confidence: 99%

Computer Science & Information Technology ( CS & IT )

2016

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) were collocated with the ICAIT-2016. The conferences attracted many local and international delegates, presenting a balanced mixture of intellect from the East and from the West.The goal of this conference series is to bring together researchers and practitioners from academia and industry to focus on understanding computer science and information technology and to establish new collaborations in these areas. Authors are invited to contribute to the conference by submitting articles that illustrate research results, projects, survey work and industrial experiences describing significant advances in all areas of computer science and information technology.The ICAIT-2016, CRYPIS-2016, NC-2016, ITCSE-2016 Committees rigorously invited submissions for many months from researchers, scientists, engineers, students and practitioners related to the relevant themes and tracks of the workshop. This effort guaranteed submissions from an unparalleled number of internationally recognized top-level researchers. All the submissions underwent a strenuous peer review process which comprised expert reviewers. These reviewers were selected from a talented pool of Technical Committee members and external reviewers on the basis of their expertise. The papers were then reviewed based on their contributions, technical content, originality and clarity. The entire process, which includes the submission, review and acceptance processes, was done electronically. All these efforts undertaken by the Organizing and Technical Committees led to an exciting, rich and a high quality technical conference program, which featured high-impact presentations for all attendees to enjoy, appreciate and expand their expertise in the latest developments in computer network and communications research.In closing, ICAIT-2016, CRYPIS-2016, NC-2016, ITCSE-2016 brought together researchers, scientists, engineers, students and practitioners to exchange and share their experiences, new ideas and research results in all aspects of the main workshop themes and tracks, and to discuss the practical challenges encountered and the solutions adopted. The book is organized as a collection of papers from the ICAIT-2016, CRYPIS-2016, NC-2016, ITCSE-2016 We would like to thank the General and Program Chairs, organization staff, the members of the Technical Program Committees and external reviewers for their excellent and tireless work. We sincerely wish that all attendees benefited scientifically from the conference and wish them every success in their research. It is the humble wish of the conference organizers that the professional dialogue among the researchers, scientists, engineers, students and educators continues beyond the event and that the friendships and collaborations forged will linger and prosper for many years to come.

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“…Knowledge transfer challenges were caused by the fact that knowledge has become a routine process, but the staffs are not fully aware of the separate steps taken in the process of explicitly expressing knowledge [22] [23], [24]. The fundamental reason why Japanese companies are successful, because of their skills and experience was created of organizational knowledge [6].…”

Section: Knowledge Sharing Behaviourmentioning

confidence: 99%

Staffs Motivational in Knowledge Transfer Behaviour

Saide¹,

Aini²,

Sanneh³

et al. 2016

IJCSIT

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Previous have highlighted knowledge transfer behaviour (KTB) for an increase organization performance, however an obstacle from the perspective among staffs still exists. The problem is still difficult because staffs will not share their knowledge as they thinking their knowledge is important. This paper investigated factors of staffs motivational that influence KTB among staffs in Riau Province of Indonesia. The survey 400 respondents were used, 325 were returned, and 75 were not returned. Likert and smart PLS to confirmation the conceptual model. This paper conclude factors that reward, trust, and an enjoyment helping colleagues of staffs motivation are factors which influencing the KTB. The results and conclusions are discussed.

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Knowledge Management Support for Enterprise Resource Planning Implementation

Cited by 41 publications

References 19 publications

Employees Characteristics in Knowledge Transfer and Performance

Employees Characteristics in Knowledge Transfer and Performance

Computer Science & Information Technology ( CS & IT )

Staffs Motivational in Knowledge Transfer Behaviour

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