knowledge management practices in psscm
TRANSCRIPT
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Bachelor of Administrative Science (Hons) 1
UNIVERSITI TEKNOLOGI MARA
THE PRACTICE OF KNOWLEDGE MANAGEMENT INNON-PROFIT ORGANIZATION: THE STUDY ON
PERSATUAN SENI SILAT CEKAK MALAYSIA
MOHAMAD AZWAN B SUROTO2006861749
APRIL 2008
BACHELOR OF ADMINISTRATIVE SCIENCEFACULTY OF ADMINISTRATIVE SCIENCE AND
POLICY STUDIES
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Special dedication:To my Honorable Guru Tuan Hj Ishak B Itam
Beloved Mother and FatherMasriah Bt Waris and Suroto B Mat Khusni
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THE DECLARATION
eclaration
I hereby eclare that the work contained in this research report is original
andourownexcept thoseduly identifiedandrecognized. If I am laterfound
to committed plagiarism or acts of academic dishonesty, action can be
accordance with i srulesandacademicregulation.
Signed.
..Mohamad Azwan B Suroto
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ACKONWLEDGEMENT
I would like to thank to Allah he ord Almighty without whoseblessing I will
not havesuccessfullycompleted thisresearch,myhonorable uru uan j
Ishak B Itam, my beloved parents asriah Bt aris and Suroto B at
Khusni, theirprayandbless will alwaysbeing mycourage. ompleting this
research wasahealthyandchallenging assignment forme,and this ishow Iwould appreciate the wisdom of Allah which ost racious and o st
erciful. owever, fortunately I had thehandofmanyparties that made this
research lessdifficult. r. Abdul Raufu Ambali kept memotivatedondoing
thisresearchproject andspecial thanks to those whoassistedmedirectlyor
indirectly in completing my research study. I thank for every moments you
spend forme.
y supervisor, Associate Professor Shaharuddin B Badaruddin deserve aspecial mentionhere thankyou foryourunlimitedassistance.
y consultant, Associate Professor r. adzli B ashim, eputy ean
QualityandResearch in acultyof Electrical Engineering alwaysencourage
andconsult meabout PSS andmanaging research. hankyou foryour
pricelessconsultationand guidance.
All of my thanks and appreciation for your priceless assistance. erci
beaucoup, racias, ekuji and Arigato gozaimasu.
ohamad Azwan SurotoBachelorof Administrative Science onours)
acultyof Administrative Scienceand Policy Studies niversity echnology ARA, alaysia.
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ABSTRACT
The Practice of Knowledge Management in Non-Profit Organization:
The Study on Persatuan Seni Silat Cekak Malaysia
By:
Mohamad Azwan B Suroto
acultyof Administrative Scienceand Policy Studies
niversiti eknologi MARA Malaysia
Abstract: Persatuan Seni Silat ekak Malaysia PSS M) isoneof Malays
most activeorganizations whichapplying theconcept of silat inmanaging
the organization. PSS M is delivering tailored syllabus in teaching and
encouraging the members to involve theadministrationaspects inorder to
producing the good human capital with good principals. o achieve
excellence all available resources should be managed with increased
effectiveness and efficiency, the most important of these is being
knowledge.
Purpose: he purpose of this study is to empirically investigate basic
Knowledge Management practice affect administrative management and
publicrelation in PSS M.
Methodology: he research samples have been drawn from members of
PSS M in the area of Klang Valley, Malacca and egeri Sembilan. he
questionnaires were distributed to respondents which have had
experienced inmanaging theorganizationat thehigherlearning institutions
andbranch level.
Finding: All of usable questionnaires, the results show about level of
professional knowledgepracticeamong members in PSS M. urthermore,
it also provides the relationship between basic KM practices and
administrative management in PSS M. ther then that, this project paper
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alsoprovides whichoneofbasic KMpracticeshassignificant influence with
publicrelation in PSS M.
Originality/value: his study contributes to KM literature that suffers from
scarcityofresearchon theempirical examinationof thissubject.
Keywords: Knowledge Management, on-profit rganization, Persatuan
Seni Silat ekakMalaysia.
Papertype: Researchproject.
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TABLE OF CONTENTS
The Declaration iiAcknowledgement iiiAbstract iv
ListofFigures viiiListofTables ix
Chapter 1: Introduction1.1 Introduction 11.2 Problem Statement 31.3 Research bjective1.4 Scopeof Study 41.5 Significanceof Study 51.6 Key erms/Concepts 6
Chapter 2: Literature Review
2.1 Introduction 2.1.1 on Profit rganization2.1.2 Persatuan Seni Silat CekakMalaysia 2.1.3 KnowledgeManagement 132.1.4 evel of Professional Knowledge 202.1.5Requirement forImprovement 23
2.2Conceptual ramework 292.2.1 ependent Variables
292.2.2 Independent Variables 30
Chapter 3: Research Methodology3.1Research esign 323.2 nit of Analysis 323.3 Sample Size 323.4 Sampling echnique 333.5Measurement 333.6 ataCollection 343.7 ata Analysis 34
Chapter 4: Finding and Data Analysis4.1 Introduction 364.2CharacteristicofRespondents etails 36
4.3 Reports forReliabilityof the ata 404.4 esting of Assumption for ormalityand istribution 414.5 inding 47
4.5.1 bjective1 474.5.2 bjective2 554.5.3 bjective 3 60
4.6 Summary 63
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Chapter 5: Discussion and Conclusion5.1 Introduction 665.2 iscussion 665.3 Recapitulationofstudy 685.4Recommendation 68
5.4.1 Improvement Information elivery in PSSCM 68
5.4.2 AdministrativeComprehension 705.4.3 Room forImprovement 70
5.5 imitationof the Study 715.5.1 Possibilityof Bias 715.5.2Cannot Represent the wholeMembersof PSSCM 72 5.5.3 ifferent PerceptionbyRespondents 725.5.4 ProblemsofCentral endencies 73
5.7Conclusion 74
Reference 75Appendices
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LIST OF FIGURES
Fig 2.1: Basic KnowledgeManagement Practice 16Fig 2.2: KnowledgeManagement evelopment Cycle 17Fig 2.3: heCycleof KnowledgeManagement 18
Fig 2.4: evel of Professional Knowledge 20Fig 2.5: 3 Stageof ecrement 25Fig 2.6: Conceptual Framework 29Fig 4.1: Acquisition 42Fig 4.2: ormal Q-Q Plot of Sharing 43Fig 4.3: ormal Q-Q Plot of tilization 44Fig 4.4: ormal Q-Q Plot of AdministrativeManagement 45Fig 4.5: ormal Q-Q Plot of PublicRelation 46Fig 4.6: ypothesis2 55Fig 4.7: ypothesis 3 60
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LIST OF TABLES
ab 3.1: ata Analysis 34ab4.1: CharacteristicofRespondents etai ls 37ab4.2: ExtensionCharacteristicofRespondents etails 39
ab4.3: Reliability forMeasurement 40ab4.4: est of ormalityand istribution 41ab4.5: I know what my task is 48ab4.6: I know how todomy task 48ab4.7: I canmakemyowndecision forany given task 49ab4.8: I haveresolveproblems in thisorganizationusing the
availablepractice 49ab4.9: I havedevelopedasystem forthisorganization 50ab4.10: I have writtenadocument about this organization 51ab4.11: I havemade improvement in thisorganization 51ab4.12: I feel that I ambelonging to thisorganization 52ab4.13: I amproud to tell others that I ampart of PSSCM 53
ab4.14: I reallycareabout PSSCMsmatters 53ab4.15: Correlationof Basic KnowledgeManagement Practice
and AdministrativeManagement 56ab4.16: PearsonCorrelationMatrixof Independent Variables
and ependent Variables 58ab4.17: MultipleRegressionof Basic KnowledgeMana gement
practiceand PublicRelation 61ab4.18: ableofFindings 65
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CHAPTER 1
I RODUCTION
1.1 Introduction
A non-profit organization NPO) is an organization, which the focus is to
support the interest of the public without any concern on commercial and
profit interest. NPO could be the organizations that cover on art, social
issues, charities, sportsorotheractivities.The goal of NPO is normally to
seek thesocial valueamong theorganization without any intuition forpr ofit
accumulation.NPOneed tocompete with theeffectivenessandefficiency in
the management and that is to the stage of renewal the process of its
working ofNPO. It wasneeded to go for thenew improvement toa lign with
thedemandof thenew era.
Thenew improvement ofmanagerial aspect couldbeoneof the challenges
to the NPO in pursuing these goals. Thus, this study is to seek the
applicationofknowledgemanagement couldbe thesuccess factorofNPO
ondealing withpromoting excellenceachievement. In this view, theability
to manage the appropriate priceless assets knowledge) is one of these
factors.
The creation of knowledge could promote the knowledge generation,
sharing andutilization, tobesomeof goo d thingsoncreating theNPO that
are innovative, flexible,effectiveandefficient.
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Thus this study will exclusively focus on Persatuan Seni Silat Cekak
Malaysia PSSCM)on identifying knowledge management. PSSCM isone
of theestablishedNPOs inMalaysia that concentrate withMalaymartial art
called Seni Silat Cekak.
PSSCM is an associationof a Malay martial art called silat that genuinely
can be counted upon to protect life. In fact, Silat Cekak does not utilize
neitheranydance-likemovement norsidestepping techniques, whether left
orright whencombating. It deals withhostileaggressionheadon, just like
anordinary forwardmovement.Thus, Silat Cekak isacombat orientedart.
It is more to defensive-type of silat because its techniques are 99%
defensive and only 1% offensive and the movement is unpredictable
because doesnot apply guarding stand or kuda-kuda. Themain objective
during waiting for combat or willing to combat is standing straight berdiri
lurus. According Dr. aron Din 2000), as referred to Surah At-tin 95:4
Allah creation of human being is thebest creaturesamong thecreatures
and the best creation of human being as a best of the best because of
standing straight.
In the management system of PSSCM just like the other ordinary
organization, consist of a President, a Vice President, a Secretary, a
Treasurer and an Information Officer, and they are the persons who
represent PSSCMasaccording to theConstitutionof Persatuan Seni Silat
Cekak Malaysia. All of the works of tasks are stated clearly in the
constitution.
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1.2 Problem Statement
Theconcept ofknowledgemanagement isarangeofpracticesusedby the
organizations to identify, create, represent and distribute knowledge for
reuse,awarenessand learning. Knowledgemanagement also typically tied
to the organizational objectives and is intended to achieve specific
outcomes, suchasshared intelligence, improvedperformance,competitive
advantage, or high level of innovation. The creation of knowledge culture
that promotes knowledge generation,sharing andutilization isnecessary to
create PSSCMbeing innovative, flexible,effectiveandefficient to integrate
thesocietyplanning andmanagement.Therefore there isaneed toexamine
the Knowledge Management in PSSCM because most of the members in
thesocietydonot realize theexistenceof KnowledgeManagement.
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1.3 Research Objective
1.3.1 To study the evel of Professional Knowledge among members in
PSSCM.
1.3.2 To examine the relationship between basic KM practice and
AdministrativeManagement in PSSCM.
1.3.3 Toexamine the influenced factorfrombasic KMpracticeand Public
Relation in PSSCM.
1.4 Scope of the Study
The study covered some classes of Seni Silat Cekak Malaysia in the
igher earning Institutions and some classes around the Klang Valley,
namely, PSSCM International Islamic University Malaysia IIUM), PSSCM
Shah Alam Polytechnic, PSSCM University Technology MARA Malaysia,
andotherbranchof PSSCM inNegeri SembilanandMalacca.
The study conducted in those places because easy to collect the sample
study and composite of the members of PSSCM in the higher learning
institutionsandmembersareamong thepublic.
Thestudy to thoseplaces is toseekand tostudy thepracticeof Knowledge
Management in PSSCM.
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1.5 Significant of the Study
1.5.1 This study explored every data, information and knowledge in
PSSCM, to encourage the continuous effort and processes of
achieving organizational efficiencyandeffectiveness.
1.5.2 Thisstudy wasanelement ofeducationordriver forchanges inan
organization, thus, the changes made in PSSCM especially as a
Malayorganization.
1.5.3 Thisstudyplaysan important role in transforming PSSCM towarda
new and dynamic organization not only focusing on martial art
including othersocial roles.
1.5.4 Thisstudyasabenchmark forotherMalaysorganizationespecially
NPO indeveloping k-members knowledgemembers)
1.5.5 This study provided a basis for improvement in developing
knowledge management in organization to ensure the standard of
knowledgedissemination towardorganizati onefficiency.
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1.6 Definition of Terms/Concepts
The termsused in thisstudy weredefined foreaseofunderstanding
1.6.1 KnowledgeManagement
A discipline that promotesan integratedandcollaborativeapproach to the
process of information assets creation, capture, organization, access and
use. In thiscontext, informationassetsshould includedatabase,documents
and the most important assets are the tacit knowledge and experience
contained in individual Blair,1998).
1.6.2 Persatuan Seni Silat CekakMalaysia
An organization which promoting a Malay art of self defense which is
genuinely original and has the discipline to develop values and skill
towards itsmembers inbecoming a goodhumancapital. wikipedia,2007).
1.6.3 Non Profit Organization
A non-profit organization NPO) whose primary objective is to support an
issue matter of private interest or public concern for non -commercial
purpose, without concern formonetaryprofit wikipedia,2007)
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CHAPTER 2
LITERATURE REVIE & CONCEPTUALFRAME ORK
2.1 Literature Review
This chapter will provide a review of the literature on Knowledge
Management andalso theconceptual framework.
2.1.1 Introduction
KnowledgeManagement playsan important roles inanorganizationas the
provider to knowledge acquisition, knowledge sharing and knowledge
utilization.This isbecause toseek theabilityofanorganization todevelop
their tangible assets in far more vital than their ability to develop their
physical assets Tiwana,2000).NPOsrequired toconstantly improving their
performance. The demand for services that are integrated, tailored and
timely,urgesNPOs to follow new managerial paradigms Lettieri, Borgaand
Savoldelli, 2004). Although Knowledge Management has been widely
discussed by many academia and practitioners, there is relatively little
informationofknowledgemanagement as found in theNPO Syed -Ikhsan
and Rowland, 2004;Lettieri, Borga and Savoldelli, 2004). Rare effort has
been made to design and implement knowledge management system for
NPO, due to practitioners focus on the for-profit organization base on
handsomepayment Lettieri, Borgaand Savoldelli,2004).
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2.1.2 Non-Profit Organization
A non-profit organization NPO) whoseprimaryobjective is tosupport issues
concerning private interest or public concern for non-commercial purpose,
without concern for monetary profit. NPOs are actively in a wide range of
areas such as environment, arts, social issues, charities and any other
activities.
NPOs generally do not operate to generate profit, a characteristic widely
considered tobedefining ofsuchorganization. owever,NPOmayaccept,
hold and disburse money and other things of value to the society. The
expand to which it can generate income may constrained, or the use of
those profits may be restricted. NPO therefore are typically funded by
donations from private sector or public sector, and often have tax-exempt
status.Donationmaysometimesbe taxdeductible.
TheNPOcanbeasmall association that leadbya few volunteers with the
assistanceof themembers. Someof thecharacteristicof theNPO wouldbe
Borgaet al 2001; Ambrosioand Badini,1999):
1. The goal of the association strictly not for the profit purposes to
thestakeholdersortopursue themission.
2. All of the members are volunteers even they need to pay for
associations fees.
3. All of thevolunteers join theassociationbecauseof their interest
tobe in theassociation.
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4. All of theactivitiesof theassociation wouldbeashort -termperiod
andhave the immediateresult.
5. Theassociation wouldbuild theirowncooperativerelationship
between members to pursue their activities and to accumulate
resources inordertoachieve theirgoals.
2.1.3 Persatuan Seni Silat Cekak Malaysia (PSSCM)
Themovement to form PSSCMstartedon5thofRamadhan1385hijrahor
on28thDecember1965, locatedat thepremiseof ShafieDarus, Batu4 ,
Jalan unung Alor Setar, Kedah. Silat Cekak was established then under
thebannerof Perkumpolan Seni Sari Budaya Sri Kedah onFebruary1964.
In1970, Seni Silat Cekak wasbrought to KualaLumpurandstarted in Jalan
Raja Alang, Kuala Lumpur, and spread out to became wider. One of the
classes located at Kampung Baru. During those period, activities of Seni
Silat Cekak was registered under Seni Silat Persatuan Bawean Putra
Kampung Datuk Keramat KualaLumpur.
By 19 August 1971, the late Ustaz aji anafi B a ji Ahmad, who
introduced Silat Cekak registered Persatuan Seni Silat Cekak Kedah
Malaysia, and later in 1975 thename was altered to Persatuan Seni Silat
CekakMalaysia till present.
The early establishment was lead by the late Ustaz aji anafi B aji
Ahmad till he passed away on 13th August 1986. e has initiated and
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created lessonclasses for aperiodof 21 years and thus,has established
thenameof Seni Silat CekakMalaysia to thepeninsularMalaysia . Afterhis
decease,The onorableTuan aji Ishak B Itam wasannouncedas uruof
PSSCMcum President tocontinue the leadershipandvision ofUstaz aji
anafi B aji Ahmadsince21st September1986until presents.
Seni Silat Cekak at this moment has expended to the entire peninsular
Malaysia with12branches ineverystate.Thenumberofmembersreaching
80,000 with105classes withand wasassistedby700authorizedcoaches.
Theestablishment of PSSCMalsoaccepted in thepublicandprivatehigher
learning institutions including, International Islamic University Malaysia
IIUM), Universiti Utara Malaysia UUM), Universiti Sains Malaysia USM),
Universiti Technologi MARA UiTMs), Universiti Putra Malaysia UPM),
Universiti Kebangsaan Malaysia UKM), Universiti Teknologi Malaysia
UTM), Universiti Perguruan Sultan Idris UPSI), Technical Colleges,
Polytechnics,andschools.
In general, the association of PSSCM isanassociation of which introduce
andprotect Malaymartial art called silatwhere it isapart ofMalaycustom
that isauthenticandcanpracticeddirectlyorindirectlyasaplatformof lifeof
ahumanbeing. In fact, Silat Cekak isveryuniqueandsignificantlydifferent
fromotherformsofsilat. It deals withhostileaggression headon, just likea
forward movement without any hesitation where Silat Cekak is a battle
orientedart and it doesnot requiresomanysteps toovertakehisopponent
as what othersilat do.Thus, it isadefensive-typeofsilat where99%of its
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techniquesaredefensivemodeandonly1% itsoffensive.Due to its fast and
speedy reflection, it doesnot apply kuda-kuda forreadystance. Instead, it
adopts a standing straight stance as a symbol of readiness before
combating.Oneof the reasons is that tobemobileall the time,and it isa
warning factorduring combat.
Thus, this study will relate to Persatuan Seni Silat Cekak Malaysia
PSSCM) because it is as one of NPOs in Malaysia. According to
Constitutionof PSSCMasat 1997, Article 3 TheObjectiveandMissionof
PSSCM:
1.To introduce Seni Silat Cekakasoneo fMalayculture.
2. To broaden and strengthen Seni Silat Cekak in Malaysia
including Sabahand Sarawak)and toextend thecredibilityas
parwithotherinternational martial arts.
3. To increase the confident level of Malaysians especially
Malaysabout the genuineandadvantageof Seni Silat Cekak
asanational martial art.
4.Toabolishanyunwanted ideologyof Satanism tahyul and
khurafat that unaligned with Islamicperspectiveand inMalay
martial arts.
5. To study all of other martial arts to be de bated and as
sourcesofresearchstudies.
6. Providing to all members of PSSCM with facilities of
learning Seni Silat Cekak.
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7. Accumulate fund through fund rising and any legal way to
funding as according to legal right and religion permission to
sustain PSSCM.
8. Corporate with other martial art associations, cultural
bodies,andregisterednon-political associations forexpanding
thearts,culturesandcharityactivities.
9. Maintain and assist any activities which enhancing Malay
culturesasanational culture.
10. Procure, loan, mortgage, transfer ownership, lease or
posses real estate and investing the treasures of PSSCM for
the goodreturnof PSSCM.
11. Administer, trade, lease, mortgage, transfer ownership or
anyrelated tomoney the inventoriesof PSSCM.
12. Build, maintain, and renovate the accommodation or
building forthepurposeof goodsakeof PSSCM.
13. Advertise and publish any printed books, journals, and
pamphlets with or without charge for the purpose of PSSCM
and itsmembers.
The mission of PSSCM is to mould the members especially Malay, to be
piousandcorporate tohoarding thenameofbelief,raceandnation.Then,
the vision is to up holding the Malays martial arts especially Seni Silat
Cekak Malaysiaand touncontaminated thespirit o f tahyul and khurafat
which isprohibited in Islam.
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Thus, all of above articles mentioned it is proven that PSSCM is one of
registeredNPOs inMalaysia.
2.1.4 Knowledge Management
Thedefinitionofknowle dgemanagement isnot well defined,yet it is depend
on individuals since they are involving with the organizational knowledge
such as, work flow, document control and distribution, communication ,
performance support, performance appraisal, best practice and any other
endeavors which related Jamaludinand Yunus,2005).Then it couldbea
conceptual plan that formulate to obtain the idea of the strength and
weaknesses of an organization at a strategic level as well as to be a
mediumof improvement to theproblemsoccurred Beijerse,1999).
In doing so, knowledge management is all about managing the
organizational knowledge. Thus, it will explore who knows what to do and
who working on what to be done. Therefore it will involves the process of
locating, identifying,collecting,organizing,codifying,d isseminating,sharing,
using and creating the tacit and explicit knowledge to the sake of the
organization performance Lettieri, Borga and Savoldelli, 2004; Jamaludin
and Yunus,2005)
Knowledge Management is also defined as a conscious strategy of
getting theright knowledge to theright peopleat theright timeandhelping
peopleshareandput information intoaction in ways that thrive to improv e
organizational performance. ODell and rayson,1998).
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Although Bill ates is a software guru, knowledge management from his
point of view is not a software products or software category. Knowledge
management starts with business objectives and processes and not with
technology. Knowledge management is merely recognition to share
knowledge andas such it focuseson managing information by getting the
right information to thepeople whoneed it and takeaction from it. ates,
1998).
A noted knowledge management guru, Thomas Davenport describes
knowledge management as anapproach that addresses the critica l issues
of organization adaptation, survival and competence in the face of
discontinuousenvironmental change. Davenport and Prusak,1998).
The ability of companies to exploit their intangible assets is far more
decisive than their ability to exploit their physical assets. As market shift,
uncertainties dominates, technologies reproduce, competitors multiply,and
products and servicesbecomeobsolete rapidly, successful companiesare
characterized by their ability tocreatenew knowledgeconsistently, quickly
disseminate it,andembody it in theirnew productsand services. Tiwana,
2002).
In thecontextsofknowledgemanagement,knowledgecanbeclassified into
tacit andexplicit knowledge. Knowledgeneeds tobedifferentiating tacit from
explicit because theyhave theirowncharacteristic. Byunderstanding them,
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these knowledge can be managed and use strategically. Tiwana, 2002;
Jamaludinand Yunus,2005).
Tacit knowledge could be defined as a type of knowledge that resides in
human such as experience and know-how. It is context of sensitive,
dynamic,experiencedorknow-how basedandoftensubjectiveor intuitive,
highlypersonal andnot easy to formalizebecausedifficult tocommunicate
toothers Tiwana,2002; Jamaludinand Yunus,2005).
Explicit knowledge could be defined as knowledge generally comes in the
formof documents,manuals,procedures,databases,books, reportseither
print orelectronic formats.Thismaybe formal andsystematicandeasily to
communicatedandshared Tiwana,2002; Ja maludinand Yunus,2005).
The characteristic of knowledge management is also known as the
fundamental element in knowledge management. Mean knowledge
management will exist if this element is practiced. First is knowledge
acquisition, the process of development and creation of insight, skills, and
relationship for example database. Second is knowledge sharing, the
processofdisseminating andmaking available what isalreadyknownsuch
as communication networks. This is also defined as involving interaction,
exchangeofknowledge,experiencesandskill in theorganization siu -Fen
Lin, 2007). Lastly, knowledge utilization, as learning process of exploiting
the knowledge and generally applied in the organization such as
collaborative tools. Tiwana,2002)
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Figure 2.1: The Basic Knowledge Management Characteristic
(Source: Tiwana A. 2002)
Figure2.1 shows the Knowledge Management practicecould exist if three
characteristicofknowledge isutilize.
In short, knowledge management to the authors can be defined and
described as a good information management approach with added focus
on thecreation,sharing andutilizationof informationandknowledge.
In the real world, even the knowledge management may support the
efficiency of the NPO but actually there is rare effort have been made to
implement the practice of knowledge management. This is because the
practitioners are for-profit oriented to practice knowledge management
Lettieri, Borgaand Savoldelli,2004).
ithin the NPO knowledge is generated and flows through four different
cycles Quagli, 2001), shifting towards broader sharing environment. The
Basic KM Practice
SharingAcquisition
Utilization
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first cycledeals withand individual level, whereknowledge is createdan d
utilizedby the singleperson. The second cycle introduces theactivitiesof
transfer and sharing and explains how to shift from the individual to the
group level. The third cycle formalizing and distribute the knowledge is
available to the organization. The forth cycle overcome the boundaries of
theNPO tohold thecommunitybecauseof integration Lettieri, Borgaand
Savoldelli,2004).
Figure 2.2: Knowledge Development Cycles within NPO Community
(Source: Lettieri, Borga and Savoldelli, 2004)
Figure 2.2 shows how the development of knowledge cycle within NPO
means, in the individual level I cycle), themember will use theknowledge
only for himself and then, transfer the idea or knowledge to the group
members II cycle) called knowledge sharin g and the group member will
understand the functionof theknowledge in theorganization III cycle)and
Integration
Formalization & Diffusion
Transfer & Sharing
Use
IIcycle (Group Level)
IVcycle(Community Level)
Icycle (Individual Level)
IIIcycle(Organization Level)
Creation
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try to disseminate the idea tobe utilize in thecommunity IV cycle)of the
NPO then lead to thecreationofknowledge.
Tomake it clear, theknowledge flow withinNPO, fromasingleperson to the
wholecommunity, theknowledgeprocessorcycle will assist how it couldbe
analyzed to achieve the maximum benefits Davenport and Prusak, 1998;
ack,1999; Bhatt,2001).
Figure 2.3: The Cycle of Knowledge Management
The first step is knowledge acquisition, the knowledge should be acquired
andbrought into the NPO from various sources. This step is to includeall
the activities, performed both at individual and group level, to collect and
exploit knowledge,beforebeing formalizedanddiffused in theorganization.
Organization
Ac uisition Codification Storage Retrieval
DisseminationApplication
Creation
ExternalSources
Technological
Infrastructure
Community
(Source: Lettieri, Borga and Savoldelli, 2004)
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A trendofNPOs is tomaintain theknowledge inan implicit format andshare
it through informal andpersonal contactseven it iscodified.
Second step is codification, the knowledge is gathered using common
formats,previouslyevaluatedandapproved.Thisdoesnot meanconverting
all availableknowledge intoexplicit format, tacit knowledgecanbecodified
using specific formats,suchasreports for indicating whoknows what.This
alsoas theassessment of individualsknowledgeand its transformation can
be transferred intoknowledge whichcanbeusedby the wholeorganization.
Thirdstep isstorage,once theknowledgehadbeencodified, it isstored in
proper repositories such as database, archives, manuals, or in peoples
mind.
Fourth step is retrieval, the knowledge that been stored must able to be
retrievedaccording tousersneeds.Thisactivityshouldbekept assimple,
preciseaspossible, inordertomakeknowledgereally accessibleanduseful
in theorganization.
Fifthstep isdissemination,knowledgedistribution isaccessible whoevercan
use it. owever, different kind of people probably needs information to be
presented indifferent waydepending how theyhave touse i t.
Then, the knowledge can be applied is to distinguish action and used for
NPOactivities.Thus, theorganizationmayaccumulatenew experienceand
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interacts withothers. Then, it will encourage to the wholeprocess,and then
thecreationactivity includes the integration.
On the whole, the knowledge cycle process in each step of this path will
function todifferent membersof theNPOscommunitycouldparticipate,but
normally theoperativeactivitiesaremanagedat organizational level, while
theactivitiesofdissemination,applicationandcreationshould involveall the
membersof thecommunity.
2.1.5 Level of Professional Knowledge
According to Tiwana in his book the Knowledge Management Toolkit, has
allocatedasegment relating the level ofknowledge inanorganization.This
level can beviewedat four stages, however not all of the stages stand to
benefits from KMsystem. The four levelsofprofessional canbederived in
figure2.4.
Figure 2.4: Level of Professional Knowledge
Kn
owledge
Leveragability
Desirable
DesirableInitial
Know What
Know How
Know Why
Care Why
KM S stem Su orted
Source: Tiwana A. 2002
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Figure 2.4 shows the Level of Professional Knowledge which in the first
stage is theconcept of Know hat, this level representing the cognitive
knowledge. This is the most important for the existence of know ledge,
however it is insufficient forunderstanding theknowledge in depth. As the
basis of understanding it require the person in the organization to
understand what the knowledge is. For theexample inanorganization the
memberperhapsmust know what ishis taskneed tobedoneormight not
haveeverdone the task inreal life.
Second stage is Know ow where the stage of understanding the
existence of first stage of Know hat and ability translate it to practical
way. In thisstage themembersof theorganization theycanuseandapply
theknowledgeanddevelop it inrepetitiveexposureorinshort practicing the
usual practice inproblemsolving matters.This isalso thestage where the
membersofanorganization will do thesame taskorassignmen t and ifany
problemsoccur, theproblem wouldbe the sameand they may make their
owndecision tomake theright action. Inordertomanageonstepping form
first stage to second stage, KM system need to be supported such
developing the ideas in the meet ing, brainstorm, discussion and
conversation toencourage theparticipationbetweenmembers.
Then, in the thirdstage is Know hy, where theunderstanding of being
able to step forward beyond the rules that might be common from an
information-oriented Know ow) toknowledge-oriented.This will lead the
members in theorganization will feel theyneed to go tounderstanding the
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knowledge in depth or more then ordinary and try to understanding the
cause and effect. This knowledge enable the members to move a step
above Know ow and create an extraordinary leverage by using
knowledge. Normally this will bebrought by the idealistic individuals in the
organization tomake thesuccessful of theorganization.Tobeableonmake
the steps forward for individuals or members of the organization from
information-oriented, theextensive KMsystemneed tobe injectedsuch as
extra ordinary ideas, discussion, conversations, participations between
members,brainstorming andapplying knowledge in the wholesituatio n.
Last stage is Care hyrepresentsself-motivatedcreativity that exists in
an organization. This stage happens to be only without and cannot be
supportedbya KMsystem.This isbecauseonexplaining about motivation,
creativity, sense of belonging and feeling to the organization cannot be
compared with money or resources. This level exists and felt by the
individualsormembersof theorganization,after theyhavedonesomething
which is priceless or valuable to the organization without taking any
advantage forpersonal interest.
In fact tounderstanding the level ofprofessional knowledge,actually most
commonorganizationsareat thestageof Know ow Tiwana,2002).This
is because the step to go further normally was not liked most by the
individuals in an organization. Then, it means, if the first stage cannot be
achievedand fail tobeunderstood, there isnosecondstageexploration. If
theysayormaysay that theycanput theirselfbelong to theorganization
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without any contribution for doing something extraordinary or competitive
then others, mean they can say it verbally without put any sense of
belonging to theorganizationandmay lead to forget theorganization ifany
consequenceshappen.
2.1.6 Requirement for New Improvement
Someof the issuesmayoccurdue tononpracticing KM, this isreflecting to
PSSCM because according to Dr. Abdul Majid Ismail, as Yang Dipertua
PSSCMof Penang Branch cuma lecturer inUniversiti SainsMalaysia,has
mentioned inhispaperwork there isnoexac t statisticrelating topercentage
or number of the active members, registered members but inactive in
association and members which finished the training but not serve for the
association, the figurealways tobeannouncedasapproximatepercentage
or numbers without any written documents and reference to scientific
statistic. Dr. Abdul Majid,1999).
hen people mention about non-profit organization there would be lot of
differences between for-profit organizations, it would beabout thestrategy
of innovation in non-profit organization, scope of impact in the society to
gain accumulation of fund to be having social responsibility, performance
expectation normally will exist due to the interest of the internal decision
makers, strategic constrains becauseoften faced with limited and conflicts
optiondue to inexistenceof full participationand generate d idea,because it
is base onpersonal interest and financial constrainsand the revenue only
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come from the supporters or services handled. Clyde and Brian , 2006;
Lettieri, Borgaand Savoldelli,2004 ).
In the real situation, people realize the existence of knowledge asset but
theydonot reallypractice it inoptimum way, thiscould lead to the wastage
of resources andcontribute to ineffective management in the organization.
This isnormal becauseof thedecisionmaker in theorganizationput a little
attention in knowledge creation management. According to Teece in Syed
IkhsanandRowlandF.statedknowledgeassetscannot bebought andsold
but need tobebuilt in-housebyorganizations,and theymust beexploited.
According to Bloodgood and Salisbury, each of the organization needs to
trace the knowledge in the organization. It is very important especially in
designing strategies for the sake of the organization. But in fact people in
theorganization just want toplaysafebecauseofresistanceorexis tenceof
uncertainties to make a change when new thing is proposed. Peter M.
Senge1995; Syed-IkhsanandRowlandF.,2004)
According to Peter M. Senge, people do not mind about change but mind
being changed in his article relating to Building a Learning Organization.
Reflecting to KM itself, it isactuallyencouraging people to tryandutilize the
maximumcapacityofpeoplemind inordertobeing competitiveadvantage.
Competitive advantage according to David in his book, Strategic
Management, isdefinedasdoing something whichourcompetitorcannot do
and wish tobea winner, wherepoint tobepondered ischange PeterM.
Senge,1995;FredR.David,2007).
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This isactually important tobea good leader,as PSSCM in itsconstitution
had stated to abolish an orthodox paradigm of believing in supernatural
powerbut canmove forwardat par in themodernera .Thus, PSSCMmust
put a benchmark as the parameter of measurement as one of Malay
organizations is being modern, structured and well manage, to prove the
societyandpublic that PSSCM isnot only focusing onmartial art but teach
people how to lead and managing organization as well as managing the
attitude,believe in IslamandLord Al -Mighty.
Figure 2.5: 3G Stage of Decrement
(Source: Ibn khaldun in Zahra, 2005)
Figure2.5actuallydescribing thechronological sequenceof time ina theory
ofcivilization initiatedby Ibn Khaldun ahra Boussalah,2005). According to
Ibn Khaldunanationmayattainahigh level in itscivilizationand growthat a
certain time and then at another period of time the civilization may be
2nd
G
1
st
G
Time
Performance Index
3rd
G
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sinking tremendously. In fact this statement pointed out relating to the
Muslimhistorical position in thecyclical movement o fretrospect history.This
idealistic intuition indirectly communicating to the problems of present
Muslim that is ignorance to theirhistoriccatastrophe.
Therefore, solution is requiring making an adjustment for now and future
developments as accordance to Islamic way of civilization align with the
thoughts,proceduresanddemandsofpeopleera.
Reflecting to knowledge management with the diagram and civi lization,
actually in 1st generation) start of development of the society where
emerge fromrevelation that turnout the law and guidance forits follower,or
peoplehasdeveloped themindandpsychological contact tochange. hen
theexistenceof law and followerhas thecompliance tomake thechanged,
thus, it isan existence of KM whereacquisitionsof development, then the
society share how to develop and then they utilize the knowledge to
develop.Then, it isalign with thedefinitionmadebyDavenp ort and Prusak
survival andcompetence in the facediscontinuouschange.
Then 2nd is the stage is different from 1 st , where there is no more
control over the development where after made the development, the
strategyandcondition isremainunchanged , thus it couldbeconsideredone
ofbasics KMpractice isnomoreexist, wherenomoreacquisitionbut exist
sharing and utilizing, can be explain as people may share and utilize the
samecommonpracticeandnomoreacquisitiononnew thing.Or it canbe
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nomore sharing but exist acquisitionandutilization, means thepeoplestill
acquire for something but no one want to share but then, they are will
utilizing the same common practice. Lastly it could be no existence of
utilization, only exist acquisition and sharing, means the people trying to
acquiring to new things and all of the acquisition being shared but the
implementation wasnot being made.Theseare the reasons whyor meant
in2nd , inexistenceofoneofbasic KMpractices.
Then 3rd when they are being remain unchanged then, no more new
strategy tobe implemented.Then thecivilizationcannot sustainbecause the
movement is getting static and the basic KM practice perhaps not being
used anymore or only one basic KM practice is being exist to be
implemented in the society to develop thus it will encourage to the
discontinuous improvement and lead todecrement of theperformance.
Thus, thisstudyhas inducing theelement of KM tostudy the impact in the
PSSCM,how adevelopment anddecrement ofcivilizationcanbeoneof the
examples tomaintain theorganization. here, in1 st themembersof the
PSSCM shouldacquire tomanageanddevelop theorganizationand if the
strategy isplanned then try tosharebetweenmembersandutilize it forthe
sakeof theorganization.
Then, in2ndshowing alwaysbeing staticorremainunchange d indeveloping
theorganization where lovebeing incomfort zone just shareandutilize the
strategy.Thus, in theory the ignoranceofoneofbasic KM will lead to KM
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mean zero Knowledge Management, then no more being competitive to
develop.
Lastly in 3rd whereoneormorebasic KMpracticebeing ignoredor total
KM, then the organization becomes weak with no any development and
thedangerousstage will come where theorganizationmaybeunpractical or
just being same with other ordinary organization which is not develop or
dropped.
here is theorganizationneed tobe located?
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2.2 Conceptual Framework
The conceptual framework for the study is to understand one theorizes or
makes logical sense of the relationship among several factors that have
been identifiedas important to theproblems.Then, testablehypothesiscan
be developed to examine whether the theory formulated is valid or not.
Thus, it isessential tounderstand what avariablemeansand what typeof
variablesare Sekaran,2006)
Thus, in the study conceptual framework is the cycle of knowledge
management theory will reflect theapplicationofknowledgemanagement.
Figure 2.6: Conceptual Frameworks for the Knowledge Management Study
2.2.1 Dependent Variables
2.2.1 Dependent Variables
Dependent variable is thevariableofprimary interest to theresearcher. It is
the main variable that lends itself for investigation as a viable factor.
Sekaran,2006)
The Impact on PSSCM Component of KnowledgeManagement Practice
y AdministrativeManagement
y PublicRelation
y Acquisitiony Sharingy Utilization
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In this study Practice of Knowledge Management Lettieri, Borga and
Savoldelli, 2004) the importance on PSSCM are dependent variables to
indicate the importance of Knowledge Management in PSSCM. Thus, the
study will beconductedamong themembersof PSSCM.
2.2.1.1 Administration Knowledge
The knowledge is required to manage PSSCM from administrative
perspective.
2.2.1.2 PublicRelation Knowledge
Theknowledgerequired tobothdefinesandman agerelationship with
the providers of financial resources, like partners, Students Affair
Department,privatesponsorship, firmsand local authorities.
2.2.2 Independent Variable
The independent variable is one that influences the dependent variable
eitherinpositiveornegative way, toestablishcausal relationshi p. Sekaran,
2006).
In this study, the independent variable is the c omponent of knowledge
management.
2.2.2.1 Acquisition
The process of development and creation to seek the information.
Knowledgeshouldbeacquiredandbrought into PSSCM fromvarious
sources, suchasday-to-dayexperience,external information,know-
how volunteers,andcommunity input.Thisstepencompassesall the
activities,performedat individual level and group level, tocollect and
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utilized knowledge before formalizing and diffused to the
organization.
2.2.2.2 Sharing
Disseminating and making available what is already known. The
knowledge made to be accessible to whoever can use it. This may
assist to those who want touse theknowledge in theorganization.
2.2.2.3 Utilization
The learning is integrated into the organization. This is the way to
transform into action and used the knowledge for organization
activities. In doing so, the organization may accumulate new
experience, interacts, withothersand generating new ideaand w ould
lead tomake thenew knowledge.
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CHAPTER 3
RESEARCHMETHODOLOGY
3.1 Research Design
For the purpose of this study, the research designed as a cross-sectional
surveybecausedata gathered just once,overaperiod in March2008.The
researchrequired information from themembersof PSSCM.
3.2 Unit of Analysis
As thisstudyaddressed thepracticeofknowledgemanagement in PSSCM,
therefore theunit ofanalysis ismembersof PSSCM.
3.3 Sample Size
Thesamplesize forthepurposeof thisstudy is eighty four 84)respondents
from the membersof PSSCM in theareaof Klang Valleyandsomeof the
respondents were the members of PSSCM in Malacca and Negeri
Sembilan. Researcher decided on these areas because it is easy to get
respondents there. These areas also ensure that researcher sample will
include all members consist of students in higher learning institution and
public. Researcher needs that information to study the practice of
knowledgemanagement in PSSCM.
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3.4 Sampling Technique
The typeofsampling that used isconvenience technique, whichmeans that
thesampling procedure involves the selectionof units that accessible. It is
not dictating bychance. As forthisstudy, the typechosen is quotasampling.
The respondents selected those who were member s of PSSCM, which
those who were experienced and experiencing in involvement of the
committee organization and ad hoc of PSSCM and those who being the
instructorsof PSSCM.
3.5 Measurement/Instrumentation
Thevariableand theirmeasurement were outlined in the following section.
3.5.1 The Level of Professional Knowledge Practice among members
in PSSCM.
The measurement was nominal scale. A set of statement developed to
assess the level of knowledge management which the respondent can
agreedanddisagreedusing thenominal scale. YesorNo.
3.5.2 To measure the Relationship between Basic KM Practice and
Administrative Management in PSSCM.
The measurement was interval scale. A set of statement developed to
assess the level ofrelationship which therespondent canresponseagreeor
disagree with, by using the five-point of likert scale. Strongly agree = 1,
agree = 2,no idea = 3,disagree = 4,stronglydisagree=5.
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3.5.3 To examine the influence factor from Basic KM Practice and
Public Relation in PSSCM
The measurement was interval scale. A set of statement developed to
assess the level ofrelationship which therespondent canresponseagreeor
disagree with, by using the five-point of likert scale. Strongly agree = 1,
agree = 2,no idea = 3 ,disagree = 4,stronglydisagree=5.
3.6 Data Collection
The data collected through distribution of questionnaires. This is because
questionnaire typeofcollection iseasy to gatherthedatabecause it stated
on what data we wanted to know and I know exactly what is required and
how tomeasure thevariablesof interest.
3.7 Data Analysis
Thedata will beanalyzedu sing statistical software tools SPSS).
No Objectives Variables Measurement Scale Statistics
1 Tostudy the
level of
Professional
Knowledge
among
members in
PSSCM
Level of
Professional
Knowledge
Independent
variable)
PSSCM
members
Dependent
YesorNo Nominal Frequency/
Percentage
Table 3.1: Data Analysis
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variable)
2 Toexamine
therelationship
betweenbasic
KMpractice to
Administrative
Management
in PSSCM
Basic KM
Practice
Independent
variable)
Administrative
Dependent
variable)
Likert scale Interval Pearson
Correlation
3 Toexamine
the influence
factorfrom
Basic KM
Practiceand
PublicRelation
in PSSCM
Basic KM
Practice
Independent
variable)
Public
Relation
Dependent
variable)
Likert scale Interval Multiple
Regression
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CHAPTER 4
FINDINGS ANDDATA ANALYSIS
4.1 Introduction
This chapter presents the results of the statistical analysis and findings of
the study. It presents briefly the characteristic of respondents details, and
followedbymajorfinding ofstudy inrelationof toresearchobjective.
4.2 Characteristic of Respondents Details
Thesubjectssurveyed in thisstudymadeupofmembersof Persatuan Seni
Silat Cekak Malaysia PSSCM) in the area of Klang Valley, Malacca and
Negeri Sembilan. They were members who have experienced involving in
the activities of the organization without concerning their status in the
organization, using members which have experiences in conducting
activitiesandmanagerial works in PSSCM, they werehelped facilitate in the
validity of this study. Furthermore, the issue of knowledge management is
not exploited in PSSCM. A total of100 questionnaires weredistributed toall
members in PSSCM, and 84 usable questionnaires were finally collected.
Thus the response rate of this study is 84%. Table 4.1 shows list of
characteristicofrespondentsdetails.
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* Itemsdetailsare inTable: 4.2: ExtensionofCharacteristicofRespondentsDetails.SeeappendixD forfull details.
Table 4.1: Characteristic of Respondent's Details
Frequency N=84)
DemographicCharacteristic No.ofResponse %
Gender
Male 72 86%Female 12 14%
Age
20-25years 55 66%26-30years 13 16%31-35years 8 10%Others* 8 10%
Status
BasicLower 1 1%
BasicUpper 1 1%Intermediate 9 11%Advance 39 46%Instructor 34 41%
Lesson Class
UiTM 27 32%IIUM 5 6%Shah Alam Polytechnic 13 16%Classof S.20 1 1%Others* 38 45%
Designation
President 9 11%Vice President 6 7%Treasurer 2 2%Secretary 2 2%InformationOfficer 4 5%CommitteeMember 23 28%Non 38 45%
YearofInvolvement
1year 9 11%2years 15 18%3 years 14 17%4years 10 12%5years 10 12%Others* 26 30%
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This subject surveyed to PSSCM and the respondents were the active
membersof theorganization. Table4.1, indicates the frequencyof gender
who answered the questionnaire were 86% males and 14% females. The
majorityof theagesof therespondents wereat therangeof20 -25year-old
about 66%,16%rangeofage from26 -30year-old,10%rangeageof 31 -35
yearoldand the respective10% wereotherofage range. It was indicated
that, therest of10%ofage where theagecomprisesof,17year -oldand45
year-oldonepersonrespectively, 3 personsat theageof19year -oldand2
personsat theageof 39year-old.
In PSSCM the status of its members can be classified into 5 categories,
where they were basic lower, basic upper, intermediate, advance and
instructor. Thus, from this surveyed, 1% was from basic lower and upper,
11% from intermediate, 46% from advance and 41% instructor. Then the
lessonclassesof themembersof PSSCM toobtain this survey were 32%
from Universiti Teknologi MARA, 6% from International Islamic University
Malaysia,16% from Shah Alam Polytechnic,1% fromClassof Section20,
Shah Alam, and 45% from other classes. For ot her classes can referrer
Table4.2: ExtensionofCharacteristicofRespondentsDetails.
Furthermore, in studying the research, the designation of the members in
PSSCM for current position and post position, it was indicated that 11%
wereheld thepost ofpresident,7%heldpositionofvicepresident,2%held
position of treasurer and secretary respectively, 5% held position of
informationofficer, 28% held the positionofcommittee membersand 45%
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did not posses any position in PSCCM. The year of their involvement in
PSSCM were 11% 1 year involvement, 18% 2 years involvement, 17% 3
yearsof involvement,12%4yearsand5yearsof involvement respectively
and 30% of the other years of involvement and can beviewed in detail in
table4.2: ExtensionofCharacteristicofRespondentsDetails.
Table 4.2: Extension of Characteristic of Respondent's Details
FrequencyDemographicCharacter NoofResponse
Age
17year-old 119year-old 339year-old 245year-old 1
Lesson ClassAdvanceTechnologyCollege,Malacca 1Classof Kuang 1Ibu Pejabat 2Kolej YayasanMelaka 5Malacca Branch 11Negeri Sembilan Branch 4
Port Dickson Polytechnic 1UiTMCampusof JalanOthman 2UiTM Pahang 4Universiti Teknikal Malaysia 7
Yearsof Involvement1andhalf-year 210years 513 years 16months 16years 37years 3
8months 28years 49years 1
SeeappendixD forfull details.
This is theextensionofrespondentsdetails where theanswer forothers in
question2,4and6 from the questionnaire.
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4.3 Reports for Reliability of the Data
The reliability test indicate the extent to which the questions of the
questionnaires error free or no bias and ensure the consistencies
measurement. In short, it is measuring the stability and consistency with
which the instrument measures the goodness of a measure. In this study,
reliability measurement used is cronbachs alpha, indicated the it ems are
positivelycorrelated tooneandeachother. As it ismeasuring theaverage
intercorrelation, thesignificant valueofeachvariable is0.6,or if thevalue
of iscloser to1 0 1), thehigher the internal consistency reliability
Sekaran, 2003). Table 4.3 shows list of reliabilities of measurements for
everyvariablesand fortotal of the questions.
Table 4.3: Reliabilities for Measurement
Construct Indicators Cronbach's Items
Level of Knowledge 0.614 10
Acquisition Independent Variables 0.710 5Sharing Independent Variables 0.562 8Utilization Independent Variables 0.636 4AdministrativeManagement Dependent Variables 0.782 5PublicRelation Dependent Variables 0.846 4Total Questions 0.837 36
Seeappendix B forfull details.
Derived from Table 4.3, indicated that all of the questions in the
questionnaires were reliable since value of Cronbach was 0.837. If
manifested from each section of questions also still reliable because the
value of Cronbach was 0.614 for questions in Section B, Level of
Knowledge, 0.71 for questions in Section C Acquisition, 0.562 is slightly
significant forquestions in SectionD Sharing,0.636 forquestions in Section
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E Utilization, 0.782 for questions in Section F Adminis trative Management
and0.846 forquestions in SectionG PublicRelation.
4.4 Testing of Assumptions of Normality and Distributions
Theassumptionsof normalityanddistributionsareaprerequisite for many
inferential statistic techniquesandonlyapply to the interval,ratioandordinal
scaleof questions. It isactually interpreting thenatureof distributionusing
thestatistically methodand visual evidence. To study the normality in this
study, first, theassumptionofnormalitymade for thisstudy isbyassessing
normality by group and test which was used is Shapiro ilk, as the
samples size is less then100. If the significant value is greater then 0.05,
thedistribution isdeemednormal Hazman,2007).
Anothersimplestatistic is tocompare theskewnessandkurtosis. Inshort, if
thedistributionofskewnessandkurtosisvalue is withinvalueof -2 to +2 it
will indicate thedata isnormallydistributed.Table4.4shows the list of test
ofnormalitydistribution, whereusing the test of Shapiro ilk.
SeeappendixC forfull details
Table 4.4: Test of Normality Distribution
Shapiro-ilk
Construct df Sig. Kurtosis Skewness
Acquisition 84 0.026 -0.783 0.003Sharing 84 0.001 -0.538 -0.341
Utilization 84 0.005 -0.664 -0.260
AdministrativeManagement 84 0.000 0.546 0.334
PublicRelation 83 0.000 -0.438 0.217
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To make the normality is proven normal, the normal Q -Q plot for each
variables will shows itsnormality.To know the figure isnormal, theplot of
distribution isassemblearoundahorizontal line.
Figure4.1 is thenormality Q-Q plot of Acquisition, it isnormal because the
distributionplotsareassembleat thehorizontal line.
14 16 18 20 22 24 6
Observed Value
-2
-1
0
1
2
ExpectedNorm
al
Normal Q-Q Plot of COMPUTE Aquisition = c1acquired +c2encouraged + c3interpret + c4rightdec + c5rightact
(COMPUTE)
Figure 4.1
Acquisition
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5
5
5j
Observed Value
-4
-2
0
2
4
ExpectedNormal
Normal Q-Q Plot of Sharing
Figure 4.2
Figure 4.2 is the normality Q-Q plot of Sharing, it is normal because the
distributionplotsareassemb leat thehorizontal line.
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Figure 4.3 is the normality Q-Q plot of Sharing, it is normal because the
distributionplotsareassembleat thehorizontal line.
12 14 16 18 20 22
-4
-2
0
2
4
Q Q
Flg
m n
o
4.3
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Figure 4.4 is the normality Q -Q plot of Administrative Management, it is
normal because thedistributionplotsareassembleat thehorizontal line.
4
-3
-
-1
1
Fg
4.4
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Figure 4.5 is the normality Q -Q plot of Administrative Management, it is
normal because thedistributionplotsareassembleat thehorizontal line.
4.5 Findings
12 14 16 18 20 22
Observed Value
-4
-2
0
2
4
ExpectedNor
al
Nor alQ-QPlotofPublicRelation
Figure 4.5
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Thissectionpresents the findingsof thestudy that related with theresearch
objectivesas inChapter1.
4.5.1 Objective 1: To study the Level of Professional Knowledge among
members in PSSCM.
In this objective to study the level of Professional Knowledge practice in
PSSCM the statistic using is frequency and the measurement used is
nominal scale which isyesorno. According toTiwana thereare fourstages
of level ofknowledge which is Know hat, Know How, Know hyand
lastlyCare - hy,and then this finding will manage toput it in four level of
knowledgeand the frequencyofrespondents response to thevariables.
On developing the hypothesis in this objective, analysis could be deri ved
into two typesofhypothesis wouldbeconstructedH 0= null hypothesis)or
HA = alternativehypothesis).
H10= There isno Level of Professional Knowledgeamong members in
PSSCM.)
H1A = There is Level of Professional Knowledge among membe rs in
PSSCM.)
For this objective, the appropriate measurement used is
percentage/frequencybynominal yesorno questionedoffered.
4.5.1.1 Know What
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Table 4.5: I know what my task is
N= 84
Nominal f %
Yes 80 95%No 3 4%
Missing 1 1%
Seeappendix E forfull detail
In stage the respondentsactuallyneed toexplaineither theyknow what is
their responsibility in the organization or not, thus, from finding it shows in
question 1 in Section B, in responding to first level of knowledge which is
know what, shows 95% of respondents know what is their task in
organization and only4% donot know and 1% is missing from answering
the question.
4.5.1.2 Know How
Table 4.6: I know how to do my task
N= 84
Nominal f %
Yes 78 93%No 5 6%Missing 1 1%
Seeappendix E forfull detail
In this second stage it is the extension of first stage that means
understanding the concept of know what and then may translate it into
practical.From the questionno2 in Section B inresponding tosecond level
ofknowledge which is know how, the questionof I know how to do my
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task shows93%of respondentsknow how todo their task inorganization
andonly6%donot know and1% ismissing fromanswering the question.
Table 4.7: I can make my own decision for any given task
N= 84
Nominal f %
Yes 51 61%
No 31 37%Missing 2 2%
Seeappendix E forfull detail
From the question no 3 in Section B in responding to second level of
knowledge which is know how, the question of I can make my own
decision forany given task shows61%ofrespondentsknow that theycan
make theirowndecision inorganizationandonly 37%donot know that they
canmakedecisionand2%aremissing fromanswering the question.
Table 4.8: I have resolve problems in this organization using the available
practice
N= 84
Nominal f %
Yes 58 69%
No 22 26%
Missing 4 5%
Seeappendix E forfull detail
From the question no 4 in Section B in responding to second level of
knowledge which isknow how, the questionof I haveresolveproblems in
this organization using the available practice shows 69% of respondents
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know that theyresolveproblems inorganizationandonly26%donot know
that they have can resolve the problems and 5% are missing from
answering the question.
4.5.1.3 Know Why
In the third stage, know why is the extension from know how, means
understanding something better then ordinary and try to translate the
information-oriented to the knowledge oriented. Actually this stage where
therespondentsarereallyunderstand thecauseandeffect situationof their
taskordecision madeafterget the informa tion,and try todevelop it tobe
implemented in theorganization toassist themembersbystart tobecoming
idealistic members.
Table 4.9: I have develop a system for this organization
N= 84
Nominal f %
Yes 23 27%
No 61 73%
Seeappendix E forfull detail
From the question no 5 in Section B in responding to third level of
knowledge which isknow why, the questionof I havedevelopasystem
for this organization shows 27% of respondents know that they have
develop system for the usage of the organization and 73% do not try or
attempt tomakeanysystem forthedevelopment of theorganization.
Table 4.10: I have a written document about this organization
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4.5.1.4 Care Why
In this finals stage, it is care why the individuals or members of
organization were motivated and obtaining the self-actualization or feel
assimilated with the organization. To gain this feeling or to reach at this
level, actually individuals of the organization must gone through the
difficulties, happiness, improvement, creation of new strategies,
satisfactions,scarifies times,moneyandeffort.Then it is thereal extension
ofknow whyafterfacing theefforts.
Table 4.12: I feel that I am belong to this organization
N= 84Nominal f %
Yes 73 87%No 8 9%Missing 3 4%
Seeappendix E forfull detail
From the question no 8 in Section B in responding to forth level of
knowledge which is care why, the questionof I feel that I ambelong to
thisorganization shows87%ofrespondents feel that theyarebelong to the
organization and 9% do not have the feel the sense of belonging to the
organizationand4%missing fromanswering the question.
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Seeappendix E forfull detail
From the question no 9 in Section B in responding to forth level of
knowledge which is care why, the question of I am proud to tell others
that I am part of PSSCM shows 98% of respondents feel that they are
proud to tell others that theyarepart of PSSCMand1%donot have the feel
ofproud tobe in PSSCMand1%missing fromanswering the question.
Table 4.14: I really care about PSSCM's matters
N= 84Nominal f %
Yes 80 95%
No 3 4%Missing 1 1%
Seeappendix E forfull detail
From the question no 10 in Section B in responding to forth level of
knowledge which is care why, the question of I really care about
PSSCMsmatters shows95%ofrespondents feel that theyarecareabout
PSSCMs mattersand4%donot have the feel of careabout PSSCMand
1%missing fromanswering the question.
Table 4.13: I am proud to tell others that I am part of PSSCM
N= 84Nominal f %
Yes 82 98%No 1 1%Missing 1 1%
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From the first finding tostudy the level ofprofessional knowledgepractice in
PSSCM, the result shows as per tables above. Then in actual sense of
creation of this objective is to know where actually level of professional
knowledge among members in PSSCM. According to the creator of the
theory Tiwana A, actual ly if to reach the highest level of professional
knowledge which iscare why, themembersof PSSCMmust answeryes
forevery questions,however, in the thirdstageknow why, generally less
than 50% of members of PSSCM answer yes in the nominal scale.
Therefore, theresult ofcare whyshouldbeabout 50%alsoanswerit yes.
If I proceed to the finding, it can be concluded that about 40% of the
respondentsarenot being honorsduring answering the questions.
However, if I put it as the sense of individuals perhaps 50% of the
respondentsarereallyachieve the level ofprofessional knowledgebecause
theyhad face thechallenges inrunning theorganization. But therest of50%
may just put the sense of applying the knowledge in running the
organization, only in express in verbal terms but not implied in their mind
andheart.
Thus, from the result it is proven the existence of Level of Professional
Knowledgeamong members in PSSCMeven theperson whoachieved the
highest level is not 100% but there is the existence of it. Therefore, the
result inhypothesisanalysis isaccepting thealternativehypothesis.
H1A = There is Level of Professional Knowledge among members in
PSSCM.)
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4.5.2 Objective 2: To examine the relationship between basic KM
practice and Administrative Management in PSSCM.
This is thestageofunderstanding the research frameworkandhypothesis
development. Thus, the objective is to see the relationship between basic
KMpracticeandadministrativemanagement in PSSCM.Morespecifically it
will show between 3 typesofbasic KMpractice which isacquisition,sharing
andutilizationofknowledge, where 3 basiccomponentshas therelationship
with administrative management or only one or two components has the
significant relationship.
On developing the hypothesis in this objective, analysis could be derived
into two typesofhypothesis wouldbeconstructedH0= null hypothesis)or
HA = alternativehypothesis).
H20 = There is no relationship between Basic KM Practice and
AdministrativeManagement in PSSCM.)
H2A = There isrelationshipbetween Basic KM Practicean Administrative
Management in PSSCM.)
Component ofKnowledgeManagement
Administrative
Management
Acquisition
Sharing
Utilization
H2
Figure 4.6: Hypothesis 2
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Forthisobjective theappropriatemeasurement used iscorrelationsince the
independent variables is component of KM practice to see relationship
betweendependent variable which isadministrativemanagement.
Toattempt thisobjective theresearcherused total computeof independent
variablescomprises17 questionsand total computeofdependent variable
comprise 9 questions. However the independent variables were measured
one by one to see which one have the significant correlation between
independent anddependent variable.
Table 4.15: Correlation of Component of KM Practice and AdministrativeManagement
Independent Variables
Dependent Variables Acquisition Sharing UtilizationPearsonCorrelation r) 0.533 **) 0.239(*) 0.406(**)
AdministrativeManagement Sig.(1-tailed) 0.000 0.014 0.000
N 84 84 84
** Correlation issignificant at the0.01 level (1-tailed).* Correlation issignificant at the0.05 level (1-tailed).SeeappendixF forfull detail
The correlation output conforms the results that a significant positive
relationship exist between administrative management and acquisition ( r =
0.533,p < 0.01). To make a better understanding about the figure, if the
valueofr iscloserto1(0 r 1), therefore, therelationshiporitscorrelation
ishigher.Then, it isproven that component ofacquisition isassociated with
administrativemanagement in PSSCM.
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Than, forsecond independent variable, thecorrelationoutput confirms that
isarelationshipexist betweenadministrativemanagement andsharing ( r=
0.239,p < 0.05), yet the relationship is weak. Anyhow, the component of
sharing isstill associated withadministrativemanagement in PSSCMevent
it is weak.
Than, for third independent variable, the correlation output confirms that a
relationship exist between administrative management and utilization ( r =
0.406,p < 0.01).Therefore, thecomponent of utilization isassociated with
administrativemanagement in PSSCM.
From three correlation results output, it shows that independent variable
which iscomponent of KMpracticehave thesignificant relationshipbetween
administrative management. Therefore, the result in hypothesisanalysis is
accepting the alternative hypothesis. There is relationship between Basic
KM Practiceand AdministrativeManagement in PSSCM.
H2A = (There isrelationshipbetween Basic KM Practiceand Administrative
Management in PSSCM)
However ifresearchershowsresult ofcomputed total independent variable
and total dependent variable, the actual relationship can not be explained
accurately, which one of the indicators of each variables has positive or
negativerelationship.
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Thus,Table4.16 it shows the rmatrixbetweenadministrativemanagement
andcomponentsof KMpractice.Therefore, tounderstanding thecorrelation
has the significant positive or significant negative relationship to be
determinedbyrangeof -1 r 1.
rusing PearsonCorrelation**p< 0.05*p< 0.01Notes: AC = Acquisition, SH = Sharing,UT = Utilization, AM = AdministrativeManagementSeeappendix A andF forfull detail
From theabove results, it is concluded that majorityof the questionshave
significant relationshipeitherpositive or negative relationship,because the
probabilityvalue indicated thesignificant correct about therelationship.
Table 4.16: Pearson Correlation Matrix of Independent Variables andDependent Variable
Dependent Variable Independent Variable AM1 AM2 AM3 AM4 AM5
AC1 0.303** 0.337** 0.271** 0.346** 0.166**AC2 0.319** 0.329** 0.417** 0.337** 0.348**
AC3 0.454** 0.420** 0.275** 0.325** 0.105AC4 0.293** 0.309** 0.326** 0.238* 0.239*AC5 0.388** 0.387** 0.303** 0.379** 0.362**SH1 0.358** 0.324** 0.329** 0.308** 0.331**SH2 0.603** 0.516** 0.245* 0.449** 0.307**SH3 0.532** 0.278** 0.139 0.222* 0.222**SH4 0.262** 0.061 0.282** 0.197* 0.147SH5 0.616** 0.556* 0.293** 0.477** 0.317**SH6 0.275** 0.363** 0.312** 0.315** 0.347**SH7 0.066 0.094 -0.080 -0.205* -0.262**SH8 0.011 -0.004 -0.186* -0.243* -0.294**
UT1 0.268** 0.098 0.343** 0.341** 0.540**UT2 0.387** 0.415** 0.420** 0.417** 0.514**UT3 0.254** 0.267** 0.465** 0.358** 0.545**UT4 0.166 0.233* 0.133 0.312** 0.180
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The example of positive significant relationship, it is derived from question
SH5,(I gainsupport whensharing my idea)and AM1,(I believe that, I was
learnt toadministrateanorganization)haveapositivesignificant relationship
when it ismanifested(r= 0.616,p< 0.05).
Theexampleofnegativesignificant relationship, it isderived from question
SH8, (Everyone is frightened toshare their constructive ideas)and AM5,(I
have been assisted by experienced persons to make decision) have a
negativesignificant relationship when it ismanifested( r= -0.294,p< 0.05).
Means, the members of PSSCM in this study were not agree with the
statement howeverit is95%couldexpect thiscorrelation isexist.
Theexampleof total negative insignificant relationshipalsoderived from the
result of correlation matrix, where SH8, (Everyone is frightened to share
theirconstructive ideas)and AM2,(I know h ow tomanageanorganization).
There was anegativeand insignificant relationship, ( r= -0.004,p> 0.05).
means,membersof PSSCM in thisstudy werenot agree with thestatement
howeverit ismore then5%couldexpect thiscorrelation isnot exist.
From this tablealso it ismanifested that therearecorrelationbetweenbasic
KMpracticeandadministrativemanagement.
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4.5.3 Objective 3: To examine the influenced factor from basic KM
practice and Public Relation in PSSCM.
In theotherstageofunderstanding theresearch frameworkandhypothesis
development, the objective is to see the influenced factor from basic KM
practiceandpublicrelation in PSSCM.Morespecifically it will show between
3 typesofbasic KMpractice which isacquisition,sharing andutilizationof
knowledge, where 3 basiccomponents, whichoneof themhas thehighest
influence factorwithpublicrelation.
Ondeveloping thehypothesis in thisobjectiveanalysis it couldbe two types
of hypothesis would be constructed H 0 = (null hypothesis) or HA =
(alternativehypothesis).
H30 = (There is no influenced factor of Basic KM Practice and P ublic
Relation in PSSCM).
H3A =(There is influenced factorof Basic KM Practiceand PublicRelation
in PSSCM)
H3
Component ofKnowledgeManagement
Public Relation
Acquisition
Sharing
Utilization
Figure 4.7: Hypothesis 3
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For this objective the measurement used is multiple regressions since
component of KM practice as independent variables and to see influence
factor with public relation. This analysis was more than one predictor
(independent variables) is jointly regressed against the criterion variable
(dependent variable).
Toattempt thisobjective,researcherused total computationof independent
variables comprise 17 questions and total computation of dependent
variable comprise 9 questions. However the independent variables were
measuredonebyone tosee whichoneof three independent variableshave
thesignificant regressionbetween independent anddepen dent variable.
Table 4.17: Multiple Regression of Component of KM Practice and PublicRelation
Independent Variables
Dependent Variable Acquisition Sharing Utilization
R
2
0.413 0.413 0.413PublicRelation F 18.52 18.52 18.52
t-value 2.069 0.918 4.486Sig. 0.011 0.362 0.000
ANOVA ofDependent Variabledf(3,79)r= 0.643P< 0.05SeeappendixG forfull details.
The output conform the results that a significant positive influence exists
between public relation, utilization andacquisition with 41% of variances, f
(3, 79) = 18.52, p < 0.05. Therefore, the component of acquisition and
utilizationareassociated with publicrelation in PSSCM.
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However output confirm the result that an influence exist between public
relationandsharing with41%ofvariances, f (3,79) = 18.52,p> 0.05. Yet,
theresult isshow that sharing has weak influence withpublicrelation.
Nevertheless, in this objective is to see the influenced factor of basic KM
practice with public relation. Then result showed that t-values of
independent variablehad influenced topublicrelation in PSSCM.Then, the
most influenced factor was utilization, because from the examination of t-
values indicates that utilizationmost contributes topublicrelation.
From three regression results output, it shows that independent variable
which is component of KM practice is having the significant positive
influencebetw