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All Journal International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH)
Jann Hidajat Tjakraatmadja
School of Business and Management, Institut Teknologi Bandung
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Law, Crime, Criminology & Criminal Justice Social Sciences

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Digitalization in Knowledge Management Systems for Project and Operational Management in Software Development to Increase Efficiency Fransisca Cahyono; Jann Hidajat Tjakraatmadja
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 5 No. 2 (2022): December 2022
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1236.684 KB) | DOI: 10.31098/ijmesh.v5i2.911

Abstract

PT Snack Sehat is a manufacturing company that produces healthy snacks and beverages in Indonesia. Its IT division has a software department that manages all creation and maintenance of information system projects. Although the software department planned and monitored project development thoroughly during their work, 42% of projects were late in 2020. Those late projects' costs led to financial loss and kept rising through 2020-2021. Digitalization is how technologies affect several aspects of life, like social interactions, business operations, and how people work. Digitalization improved and sped up knowledge-sharing processes within the organization. Since knowledge sharing is done more frequently, the absorptive capacity will also be improved. This brings up the question of how to design a KM program with digital tools that will help PT Snack Sehat to increase its efficiency in project development and operation support. The primary data for this research was gathered from KM Assessment using APO KM Framework and focus group discussion with top and middle-level managers from PT Snack Sehat. To develop a KM program, the research will use Six Steps KM Processes, which consist of KM Project, KM Assessment, KM Planning, K-Development, KM Implementation, and KM Evaluation. The development steps will include defining the objectives of the KM program, answering questions related to the knowledge management components (people, process, and technology), determining the knowledge management strategy based on KM objectives, and setting the action plan to get ten commitments from top-level management. The results show several processes and methods that need to be added to the current KM: KM Orientation & Training, Shadowing, Sharing Knowledge Checklist, Lesson Learned Document, Document Validation, and Document Organization. The complete knowledge management process will also be mapped in a Knowledge Stock and Flow Diagram using SECI Matrix. Keywords:  Project Development, Operational Management, Six Steps KM Processes, SECI Matrix, Digitalization, Absorptive Capacity, Efficiency
Between Studying and New Venturing: Personal Knowledge Management Challenges Through the Lens of Entrepreneurship Undergraduate Students Najmi Shaumi Mumtaz; Jann Hidajat Tjakraatmadja
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 5 No. 1 (2022): June 2022
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (727.068 KB) | DOI: 10.31098/ijmesh.v5i1.935

Abstract

Research to improve entrepreneurship education in higher educational institutions (HEIs) has gained much attention over the past years. Prior studies have thoroughly investigated the challenges of entrepreneurship education based on the providers' and educators’ perspectives. However, the experiences of the students who receive and undergo the process have not received equal attention, especially when investigating the "for" entrepreneurship approach where the goal is to develop entrepreneur graduates. Thus, a phenomenological study was conducted to understand the challenges that the students perceive in studying entrepreneurship whilst creating their businesses as the expected outcome of the "for" entrepreneurship approach. The data gathered from six participants from an undergraduate entrepreneurship program revealed that their struggles were related to personal knowledge management practices. This finding extends the literature on entrepreneurship education and presents avenues for further inquiry on personal knowledge management for entrepreneurship education.
Co-Authors Fransisca Cahyono Najmi Shaumi Mumtaz