knowledge management practices in psscm

8/8/2019 Knowledge Management Practices in PSSCM

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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%


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%


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%


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%


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 %



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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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%



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 %



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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

knowledge management practices in psscm

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