Knowledge Management Strategies for Enhancing Industrial Innovation Through Organizational Learning and Digital Col-laboration Platforms

Santi Susanti (Universitas Negeri Jakarta)
Fisla Wirda (Politeknik Negeri Padang)
Kraugusteeliana Kraugusteeliana (Universitas Pembangunan Nasional Veteran Jakarta)
Arlis Dewi Kuraesin (Universitas Teknologi Muhammadiyah Jakarta)

Journal of Industrial Engineering and Management
Vol 1, No 3 (2023)

Knowledge management in manufacturing depends on the visibility of practical knowledge, its retention, and its use in operational decisions. This study provides a descriptive account of an anonymized manufacturing survey containing 80 individual responses and 25 supplied instrument-result rows. The survey includes four individual knowledge-management ratings, three innovation-related ratings, one digital-collaboration rating, job satisfaction, respondent characteristics, and tenure. Item means are reported separately on the supplied 1–5 scale; no multi-item composite, association test, or causal model is constructed. Knowledge creation had the highest knowledge-management item mean (3.63), followed by storage (3.55), application (3.39), and sharing (3.29). Organizational innovation had the highest related item mean (3.68), while process innovation was 3.33. Digital collaboration averaged 3.59. The 80 respondents represented 12 departments; Maintenance and PPIC each contributed 10 respondents. The supplied instrument file reports 25 items as valid and reliable, with r calculated values from 0.430 to 0.885 against a 0.220 threshold and supplied Cronbach alpha values from 0.723 to 0.911. Four source-derived figures show item ratings, knowledge-management response distributions, department representation, and item-level validity results. The study contributes a reproducible reporting approach for operational knowledge-management surveys that separates descriptive evidence from claims about performance, innovation, or implementation effects.