JRSSEM 2022, Vol. 01, No. 11, 1878 – 1889

E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494

DOI : 10.36418/jrssem.v1i11.201 https://jrssem.publikasiindonesia.id/index.php/jrssem/index

KNOWLEDGE MANAGEMENT MODEL IN IMPROVING THE

PERFORMANCE OF PT KL JAKARTA

Risalina

Masydzulhak Djamil Mz

Ahmad Badawi Saluy

1,2,3

Universitas Mercu Buana

e-mail: jjrw.risa@gmail.com

, masydk@gmail.com

, badawi_salyu@yahoo.co.id

*Correspondence: jrw.risa@gmail.com

Submitted: 25 May 2022, Revised: 05 June 2022, Accepted: 15 June 2022

Abstract. This study aims to analyze the function of the Knowledge Management Model in

improving performance and to obtain the most appropriate model in improving performance at

PT KL. The population used in this study is the Knowledge Management division of PT KL Group.

A questionnaire consists of written questions made based on indicators of research variables that

respondents must respond to. The data analysis technique used in this research is AHP (Analytical

Hierarchy Process) developed by Thomas L. Saaty. Testing the model using the latest version of

ANP Super Decision Software 3.2.0, to analyze the function of the Knowledge Management Model

in improving the performance of PT KL with two criterias. The first criteria (criteria-1): Quality,

Quantity, Timeliness, Cost Effectiveness, Need Supervision, Intrapersonal Effect. The second

criterion (criteria-2): Completeness, Connectedness, and Congruence, Perspective & Purpose. The

alternatives that can be used to improve the performance of PT KL are: Passive Public Knowledge,

Active Public Knowledge, Passive Share Knowledge, Active Share Knowledge, Passive Personal

Knowledge, and Active Personal Knowledge. The results obtained indicate that the answers from

the respondents have met the consistency requirements and the model has been proven both in

terms of sensitivity or stability. The Knowledge Management Model in this study shows the

importance of Passive Public Knowledge to improve performance at PT KL.

Keywords: knowledge management; AHP; performance.

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy | 1879

DOI : 10.36418/jrssem.v1i11.201 https://jrssem.publikasiindonesia.id/index.php/jrssem/index

INTRODUCTION

An organization is a place where a

group of people work together to achieve

a common goal. The term organization has

two general meanings, namely

organization refers to an institution or

functional group such as a company,

government agency, hospital and others,

while the second meaning refers to the

process of organizing, as one of the

management functions (Tampubolon,

2018). In an organization, one of the

fundamental management functions is the

management or management of human

resources. This is also supported by

researchers from Indonesia who state that

human resource management (HRM) is the

design of formal systems within an

organization to ensure the effective and

efficient use of human talent in order to

achieve organizational goals (Abdullah,

2017).

Today, organizations are also required

to be able to maintain their existence

amidst the onslaught of the economic crisis

due to the COVID-19 pandemic. The

COVID-19 pandemic has not only attacked

small entrepreneurs, but several large

companies are in danger of going out of

business. According to the MNC Portal

Indonesia R&D team, several companies

such as Giant, Golden Truly, Gramedia

Centro, and also Matahari went bankrupt

(Venisa & Widjaja, 2022).

However, there are some companies

that are finally able to survive. From the

point of view of the management function,

one of the things that makes the

organization able to survive is the

contribution of human resource

management in creating superior people.

Human resource management is the

utilization, development, assessment,

remuneration, and management of

individual members of an organization or

group of workers (Macke & Genari, 2019).

This is also supported by text books (Buller

& McEvoy, 2012) which see that there is a

significant development of functions in

human resource management. The change

was initially from personnel management,

then developed into HRM and until now

leads to HCM (Human Capital

Management).

Human Capital or the term "human

capital" is considered a key element in

increasing organizational assets, because it

creates a competitive advantage or

competitive advantage (Pasban &

Nojedeh, 2016). Organizations can build a

competitive advantage, and as a result

financial performance can achieve above

average, by using valuable and inimitable

internal resources, for the strategic benefit

of human resources (Marler & Fisher,

2013).

There are three intrinsic characteristics

that are only owned by intangible

resources. First, it does not decrease during

the usage process, because this resource is

expected to provide benefits for an

indefinite period of time. In other words,

the more often intangible resources are

used, the greater the benefits obtained by

the organization. Second, it can be used

simultaneously. Third, intangible resources

are not material, so they are difficult to

exchange, because they are often

inseparable from their owners (Rua &

França, 2017).

Skills, knowledge, and experience are

1880 | Knowledge Management Model in Improving the Performance of PT Kl Jakarta

inseparable from their owners. This can be

illustrated by employees who resign/

resign then look for a new company or die.

In fact, employees who have previously

worked for a long time already have the

skills, abilities, knowledge, and experience

that are qualified in carrying out each of

their jobs. Some of the successes in solving

problems and the best achievements have

been obtained, as well as bringing the

organization or company to profit. Thus,

when the employee moves to another

organization or is no longer in the

organization, the skills, abilities,

knowledge, and experience will be lost.

Best practices, hands-on skills,

intuition, specialized knowledge, and

heuristics are tacit knowledge (Gumilang,

2016). Based on the type, knowledge is

divided into two, namely tacit knowledge

and explicit knowledge. Tacit knowledge

exists in the human mind and is more

personal, making it difficult to formalize or

articulate, whereas explicit knowledge

exists in the form of documents or is

recorded and available for application and

can be codified and transmitted in a known

and systematic language. Thus, to maintain

knowledge in the organization, KM

(Knowledge Management) is needed. KM

helps organizations to find, collect, select,

organize, disseminate and transfer

information and expertise (Jemal & Zewdie,

2021).

KM (Knowledge Management) or

knowledge management is a strategy and

knowledge process that is applied in

organizations to improve the effectiveness

and efficiency of business processes,

achieve knowledge strategies, and

maintain organizational performance

(Kordab et al., 2020). Tacit knowledge can

provide an organization's competitive

advantage when managed effectively,

because it is not easy to imitate (Tsai et al.,

2014). Tacit knowledge, which is an

intangible resource, has been researched

and the results show that intangible

resources contribute more than tangible

resources to company performance (Greco

et al., 2013).

This is further supported by research

conducted in the context of Abu Dhabi

television which states that KM has a role

in improving performance. Not only that,

companies that have a high learning

culture can encourage the creation of KM

(Knowledge Management) and actively

participate in employee participation

(Mansour & Abuarqoub, 2020). That affects

the attitudes and behaviors of the

organization and theperformance of

member organizations that then determine

the performance of the organization

(Djamil et al., 2018).

Active employee participation can

improve company performance (Astuti et

al., 2019). This happens because employees

know the problems that occur in the

company because they are parties who are

directly involved in the company's

operational activities. This employee's

active participation is an activity that is

actually carried out and can be observed

(Astuti et al., 2019).

In this study, the focus is on Knowledge

Management implemented by one of the

largest retail companies in Indonesia,

namely PT KL. This company started out as

a simple hardware store and then

progressed and developed quite rapidly. Its

development has also penetrated into

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy | 1881

various sectors such as food, beverages, to

shopping centers. Some of its subsidiaries

are familiar, such as Krisbow, Ace

Hardware, Informa, Chatime and so on. The

progress and demands of the increasingly

competitive business world have pushed

PT KL to make a breakthrough in managing

its human resources, one of which is the

presence of Knowledge Management.

Since 2019, PT KL has implemented

Knowledge Management in its business

activities. The presence of Knowledge

Management at PT KL cannot be separated

from the company's culture which highly

upholds the learning culture. This is clearly

illustrated by one of PT KL's values, namely

"Mastery". In this value, PT KL employees

are required to continue to learn and have

extensive knowledge to always be the best

in their field. Regarding learning culture in

organizations related to Knowledge

Management, organizational learning

culture is a procedure for developing,

maintaining, and transferring knowledge in

organizations (Abbas & Sağsan, 2019).

Some of PT KL Group's Knowledge

Management performance targets, such as

implementing a learning community,

implementing a knowledge sharing

program, implementing the My Share &

Re-Share program and Library

Management. Organizational performance

refers to the extent to which an

organization, with its multiple

informational, financial, and human

resources, positions itself effectively in the

business market. This illustrates that one of

the organizational performance is declared

to be successful, if the existing (human)

resources in the organization are able to

have an impact on the business. However,

since its appearance in 2019 until now in

October 2021, "impact to business" has

become one of the performance

achievements of the PT KL Knowledge

Management Department which has not

been achieved until now.

This is supported by data obtained

from (IDX, 2018) which states that there

was an increase in sales of all PT KL

business units, namely in 2017 with a

nominal value of Rp. 74,403,057,561 and in

2018 with a nominal value of Rp.

88,183,949.589. However, this increase in

sales cannot show the impact of

Knowledge Management, because

Knowledge Management based on

Nonaka Takeuchi's theory has not yet been

formed. Furthermore, in 2019 the number

of sales obtained was Rp. 123,908,312,582

(IDX, 2019). In other words, at that time

there was an increase in sales. However,

this increase in sales was supported by the

massive opening of outlets (IDX, 2019) so

that the influence of Knowledge

Management was not visible in improving

performance.

Sales of all business units of PT KL,

decreased in the following year. Based on

data from (IDX, 2020), the total sales of PT

KL in 2020 were Rp. 66,827,811,945,

meaning that sales experienced a

significant decrease of 46.07% from 2019.

This condition was indeed driven by the

COVID-19 pandemic. 19. However, if

viewed from the point of view of human

resource management related to

improving performance, it is suspected to

be related to Knowledge Management.

Based on data obtained from the key

person Knowledge Management of PT KL

Group, in 2019-2020 Knowledge

1882 | Knowledge Management Model in Improving the Performance of PT Kl Jakarta

Management continues to aggressively

launch various existing programs. This can

be seen from the level of active employee

participation in participating in the ILC

(Internal Learning Community) program for

the Ace Hardware brand as much as 84.3%,

the Informa brand as much as 62.59%, the

Toys Kingdom brand as much as 76.61%,

and the Chatime brand as much as 84. 45%.

Based on these data, the active

participation rate of employees has an

average of 76.99%. In other words,

employees have a fairly high level of active

participation. Ideally, the high level of

employee participation involved in the

implementation of Knowledge

Management can support increased

performance (Yip et al., 2012). The success

of achieving a company's performance is

based on the achievement of performance

in accordance with a predetermined plan .

Employees who are actively

participatory in carrying out the Knowledge

Management process help improve

performance, because employees are key

players who know the conditions or

operational conditions. If explained further,

on the one hand employees who

understand the operational process and on

the one hand by following the Knowledge

Management implementation process,

employees are also provided with

knowledge in terms of helping each

operational activity. With this, it is hoped

that it can assist employees in completing

their work and can improve performance.

However, the level of participation of

PT KL employees in participating in

Knowledge Management programs is in

contrast to the increase in performance

that occurs. Based on the roadmap or

timeline from PT KL's Knowledge

Management which has been formed since

2019-October 2021, it is still unable to

meet one of the performance achievement

criteria, namely completion of task. What is

meant by Completion of task in this context

is Knowledge Management is still not able

to have a direct impact on usana activities.

Based on the previous explanation, this

shows that Knowledge Management has

not been able to have an impact on

improving PT KL's performance from 2019-

2021.

PT KL itself is currently using the

theoretical basis of Knowledge

Management from Nonaka and Takeuchi.

In this case, the researcher sees a gap

between theory and field facts, which

ideally KM can improve performance.

Currently within PT KL Group itself,

Knowledge Management is not running

optimally to improve performance.

Therefore, in this study, researchers will use

Wiig's Knowledge Management Model

(Wiig's Knowledge Management Model) to

improve the performance of PT KL Group

Jakarta.

Wiig's Knowledge Management Model

states that knowledge will be useful and

valuable if the knowledge is organized or

grouped according to what will be used

from the knowledge itself. This Wiig model

emphasizes the semantic approach. The

semantic approach is a useful way of

representing different perspectives on the

same knowledge content. The model

proposed by Wigg forms a group of

knowledge types in the form of levels. The

first level of this model consists of 1)

shared, 2) public, and 3) personal

knowledge. In these types of knowledge

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy | 1883

there are signs that can be used to

distinguish which ones are active and

which ones are passive. With this

organization and grouping, knowledge

becomes easier to use. This Wiig model has

four dimensions, namely (1) completeness,

(2) connectedness, (3) congruence, (4)

perspective and purpose (Dalkir, 2011).

First, completeness tries to answer the

question of how much relevant knowledge

is available at PT KL and comes from certain

sources. Second, connectedness to see

how well the existing knowledge in PT KL

and that knowledge can be defined with

different knowledge objects. The more

connected the knowledge base (that is, the

greater the number of interconnections in

the semantic network), the more coherent

the content and the greater the value).

Third, congruency to see how consistent

the facts, concepts, perspectives, values,

judgments are with the object of

knowledge. Fourth, point of view and

purpose (perspective and purpose) to

know something with a certain point of

view. With this background, the researcher

intends to conduct a research entitled

"Model Knowledge Management in

Improving the Performance of PT KL

Jakarta".

METHODS

This study used an exploratory design.

Exploratory research is needed to find the

factors that are important as factors that

cause difficulties. Exploratory research can

be considered as the first step that is

expected to be used to formulate problems

where solving these problems may be

solved by using other types of research, for

example, descriptive or explanatory.

Because exploratory research is only

looking for new ideas or relationships,

there is no formal plan for it, so its

implementation depends on the

intelligence and imagination of the

research worker concerned.

The purpose of exploratory research is

to produce generalizations derived from

inductive processes about the group,

process, activity, or situation being studied.

So that subjectivity directs a lot of

researchers in selecting and analyzing data.

This is because the various designs or

prepositions that can be used as the main

reference to explain phenomena have not

been framed because basically these

prepositions have just been made through

this research. This research design has the

meaning to introduce new phenomena

related to research that has never been

done before. In other words, the problem

has not been studied by anyone else. In this

study, researchers want to get a

phenomenon related to the knowledge

management model implemented by PT KL

Group on performance.

Population is a generalization area

consisting of objects/subjects that have

certain qualities and characteristics

determined by researchers to study and

draw conclusions (Darna & Herlina, 2018).

Population also means the whole of the

research subject. So what is meant by the

population is individuals who have the

same characteristics even though the

percentage of similarity is small, or in other

words all individuals who will be used as

research objects (Annur & Hermansyah,

2020). The population used in this study is

the Knowledge Management division of PT

1884 | Knowledge Management Model in Improving the Performance of PT Kl Jakarta

KL Group.

The sample is part of the number and

characteristics possessed by the

population. What is learned from the

sample, the conclusions will be applied to

the population. For this reason, samples

taken from the population must be truly

representative. Sample also means part or

representative of the population under

study (Arikunto, 2010). The samples used in

this research are Learning Management

Support Manager, Assistant Knowledge

Management, and Knowledge

Management Officer PT KL Group.

RESULTS AND DISCUSSION

A. Research Results

1. AHP Network (Analytical Hierarchy

Process Network)

Testing the model in this study

using the latest version of ANP

Super Decision software, namely

3.2.0. Based on the research

framework (Figure 2.2, namely the

Research Thinking Framework)

used in this study, an analytical

framework was obtained, namely

the AHP network as shown in Figure

4.1. obtained from the ANP Super

Decision software version 3.2.0. The

goal or purpose of the model built

is to analyze the function of the

Knowledge Management Model in

improving the performance of PT

KL with two criteria built on existing

theories. The first criteria (criteria1)

used are: 1) Quality 2) Quantity 3)

Timeliness 4) Cost Effectiveness 5)

Need Supervision 6) Intrapersonal

Effect interpersonal). The second

criteria (criteria2) used are: 1)

Completeness 2) Connectedness 3)

Congruency 4) Perspective and

purpose. At the end, there are

alternatives that can be used to

improve the performance of PT KL,

namely: 1) Passive Public

Knowledge, 2) Active Public

Knowledge, 3) Passive Share

Knowledge, 4) Active Share

Knowledge, 5) Passive Personal

Knowledge, and 6) Active Personal

Knowledge.

Source: Research Data (2022)

Figure 1. AHP Analysis Framework

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy | 1885

DOI : 10.36418/jrssem.v1i11.201 https://jrssem.publikasiindonesia.id/index.php/jrssem/index

As shown in Table 1, (Respondent Answer

Consistency Test) the inconsistency value

for pairwise comparisons with Employee

Performance is 0.02648 where this value is

<0.1 which indicates that the respondents'

answers are consistent. Similarly, the

inconsistency of answers from pairwise

comparisons for 1-Quality, 2-Quantity, 3-

Timeliness, WRT 4-Cost effectiveness, WRT

5-Need Supervision, WRT 6-Interpersonal

Effect, WRT 1- Completeness, WRT 2-

Connectedness, WRT 3- Congruency, WRT

4- Perspective and purpose, all

inconsistency values obtained are less than

0.1 which indicates that the respondents'

answers are consistent.

As shown in Figure 1, this

research involves six Alternative

Knowledge Management Strategies

which will be processed using the

Multi Criteria Decision Making

(MCDM) technique to determine

which alternative Knowledge

Management strategy is the best

based on pairwise comparisons

made by respondents so that they

can priority is obtained.

2. Consistency Test of Respondents'

Answers

One of the requirements of the

AHP calculation is to obtain a

consistency ratio (CR) value of less

than 0.1 or it can be said that the

hierarchy is consistent as a whole.

Thus the hierarchy can be accepted

and the final decisions taken are

reliable. Several researchers have

used AHP for Knowledge

Management (Mahrinasari et al.,

2021), for the purpose of

determining outstanding business

partners, as well as for the

development of a Hotel Decision

Support System (Sakban et al.,

2019).

Table 1. Consistency Test of Respondents' Answers

Pair-wise Comparison

(With Respect To/ WRT)

Inconsistency

Information

WRT Employee Performance

0.02648

Consistent Answers

WRT 1-Quality

0.0

116

Consistent Answers

WRT 2-Quantity

0.04381

Consistent Answers

WRT 3-Timeliness

0.0

116

Consistent Answers

WRT 4-Cost effectiveness

0.0

116

Consistent Answers

WRT 5-Need Supervision

0.04381

Consistent Answers

WRT 6-Interpersonal Effect

0.0

116

Consistent Answers

WRT 1-Completeness

0.01959

Consistent Answers

WRT 2-Connectedness

0.01959

Consistent answers

1886 | Knowledge Management Model in Improving the Performance of PT Kl Jakarta

WRT 3-Consistent

Congruen

cy 0.03346

answers

WRT 4-Perspective and purpose

0.02648

Consistent answers

*) Inconsistency cut off value = 0.1

Inconsistency > 0.1 answers from respondents are

considered inconsistent Inconsistency <

0.1 answers from respondents are

consistent

As shown in table 1. (Respondent

Answer Consistency Test) the

inconsistency value for pairwise

comparisons with Employee

Performance is 0.02648 where this

value is <0.1 which indicates that the

respondents' answers are consistent.

Similarly, the inconsistency of answers

from pairwise comparisons for 1-

Quality, 2-Quantity, 3-Timeliness, WRT

4-Cost effectiveness, WRT 5-Need

Supervision, WRT 6-Interpersonal

Effect, WRT 1- Completeness, WRT 2-

Connectedness, WRT 3 - Congruency,

WRT 4- Perspective and purpose, all

inconsistency values obtained are less

than 0.1 which indicates that the

respondents' answers are consistent.

B. Discussion

From the results of testing the

consistency of respondents' answers,

the inconsistency value is below 0.1, so

it can be said that the respondent's

answers are consistent. Consistency is

the most important measure of the

results of pairwise comparisons in AHP.

Pairwise comparison is a method to

calculate the weight for each element

to perform a pairwise comparison of

two advantages. Judgments usually

contain an element of inconsistency,

and a little inconsistency is a very good

thing because it shows that our

thinking has the ability to learn new

things that enhance and even change

our understanding. But major

inconsistencies can indicate a lack of

coherent understanding that can lead

to wrong decisions. According to

(Sakban et al., 2019) with the

achievement of consistency that meets

the requirements, the resulting

decisions can be used. With good

consistency in this study (i.e. the

inconsistency value < 0.1), it can be

concluded that the expected results of

this research will be realized and the

expected results can remain stable in

the face of disruptive forces if they

occur during the strategy. it is applied

in the field.

From the results of the sensitivity

analysis for the Passive Public

Knowledge alternative, the priority of

Passive Public Knowledge is obtained

starting from the model obtained from

a stable model starting from the

Passive Public Knowledge value of

0.0948 to a value of 1 (one). Sensitivity

is important in determining whether a

solution can be applied or

implementable and the resulting

solution is a strong or robust choice.

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy | 1887

With good consistency the decisions

taken will be right and will be stable in

the face of obstacles at the time of

implementation.

From the results of the priority

calculation analysis using the ANP

Super Decision software version 3.2.0,

the highest priority scale for the

alternative is the Passive Public

Knowledge dimension. Explicit, taught,

and shared knowledge on a regular

basis which is generally available in the

public domain, such as library books,

manuals, operating standards,

websites, etc. is included in Passive

Public Knowledge. Passive Public

Knowledge is a strategic priority that

has proven important in this research.

The Passive Public Knowledge strategy

includes providing public knowledge

that has been codified and

disseminated, such as books that have

been displayed in libraries, guide

books, journals, either in the form of

printouts or in the form of electronic

files that can be accessed more easily.

In a retail company such as PT KL, the

provision of public knowledge is seen

as very important because every

employee (especially new employees)

can relatively easily find the knowledge

needed to carry out their daily duties.

This public knowledge is also needed

by employees who have worked in the

company for a long time, especially if

they face obstacles in their daily work

and require referrals from libraries or

journals or manuals that are available in

each section.

CONCLUSIONS

From this research, the following

conclusions can be drawn: 1) Based on the

results obtained from the analysis with the

help of ANP Super Decision software

version 3.2.0. shows that the answers from

respondents have met the consistency

requirements and the model that has been

built has been proven both in terms of

sensitivity or stability. 2) The Knowledge

Management model in this study shows

the importance of Passive Public

Knowledge to improve performance at PT

KL to improve company performance.

REFERENCES

Abbas, J., & Sağsan, M. (2019). Impact of

knowledge management practices on

green innovation and corporate

sustainable development: A structural

analysis. Journal of Cleaner Production,

2(9), 611–620.

https://doi.org/https://doi.org/10.1016

/j.jclepro.2019.05.024

Abdullah, H. (2017). Peranan manajemen

sumberdaya manusia dalam organisasi.

Warta Dharmawangsa, 3(5).

https://doi.org/https://doi.org/10.4657

6/wdw.v0i51.243

Annur, M. F., & Hermansyah. (2020).

Analisis Kesulitan Mahasiswa

Pendidikan Matematika dalam

Pembelajaran Daring pada Masa

Pandemi Covid-19. Jurnal Kajian,

1888 | Knowledge Management Model in Improving the Performance of PT Kl Jakarta 
Penelitian  Dan  Pengembangan 
Kependidikan, 11, 195–201. 
 
Astuti, R. J., Pratolo, S., & Anwar, M. (2019). 
The  Performance  Design  of  Higher 
Educations Based On QS Stars and ICT 
Web. 2019 International Conference on 
Organizational Innovation (ICOI  2019), 
381–388. 
https://doi.org/https://doi.org/10.3680
5/jurnalsekolahdasar.v6i1.1261 
 
Buller,  P.  F.,  &  McEvoy,  G.  M.  (2012). 
Strategy, human resource management 
and  performance:  Sharpening  line  of 
sight.  Human  Resource  Management 
Review,  2(2),  43–56. 
https://doi.org/https://doi.org/10.1016
/j.hrmr.2011.11.002 
 
Darna,  N.,  &  Herlina,  E.  (2018).  Memilih 
Metode  Penelitian  Yang  Tepat:  Bagi 
Penelitian  Bidang  Ilmu  Manajemen. 
Jurnal Ekonologi Ilmu Manajemen, 5(1), 
287–292. 
https://doi.org/http://dx.doi.org/10.28
27/jeim.v5i1.1359 
 
Djamil,  M.,  Sutawijaya,  A.  H.,  &  Irawan,  S. 
(2018).  The  Influence  of  Climate 
Organization  and  Job  Satisfaction  for 
Turnover Intention through Work Stress 
of  Employees  Pt.  American  President 
Line  Logistics  (Distribution  Center 
Cakung).  Internasional  Journal  of 
Managerial Studies and Research,  6(1), 
42–48. 
 
Greco, M., Cricelli, L., & Grimaldi, M. (2013). 
A strategic management framework of 
tangible  and  intangible  assets. 
European  Management  Journal,  3(2), 
55–66. 
https://doi.org/https://doi.org/10.1016
/j.emj.2012.10.005 
 
Gumilang, G. S.  (2016). Metode penelitian 
kualitatif dalam bidang bimbingan dan 
konseling. Jurnal Fokus Konseling, 2(2). 
 
Jemal,  S.,  &  Zewdie,  S.  (2021).  Role  of 
Knowledge  Management  on 
Organizational  Performance,  Case  of 
Jimma University in Ethiopia. Journal of 
International  Business  and 
Management,  4(5),  1–18. 
https://doi.org/https://doi.org/10.3390
/su122310061 
 
Kordab, M.,  Raudeliūnienė, J.,  &  Meidutė-
Kavaliauskienė, I. (2020). Mediating role 
of  knowledge  management  in  the 
relationship  between  organizational 
learning and sustainable organizational 
performance.  Sustainability,  5(12), 
10061. 
https://doi.org/https://doi.org/10.3390
/su122310061 
 
Macke,  J.,  &  Genari,  D.  (2019).  Systematic 
literature review on sustainable human 
resource  management.  Journal  of 
Cleaner  Production,  2(8),  806–815. 
https://doi.org/https://doi.org/10.1016
/j.jclepro.2018.10.091 
 
Mahrinasari, M. S., Hussain, S., Yapanto, L. 
M., Esquivel-Infantes, S. M., Untari, D. T., 
Yusriadi,  Y.,  &  Diah,  A.  (2021).  The 
impact of decision-making models and 
knowledge  management  practices  on 
performance.  Academy  of  Strategic 
Management Journal, 2(2), 1–13. 
 
Mansour, T., & Abuarqoub, I. A. (2020). The 
Role  Of  Knowledge  Management  In 
Improving  The  Performance  Of  Media 
Institutions: A Case Study Of Abu Dhabi 
TV.  Systematic  Reviews  in  Pharmacy, 
5(12). 
 
Marler,  J.  H.,  &  Fisher,  S.  L.  (2013).  An 
evidence-based  review  of  e-HRM  and 
strategic  human  resource 

Risalina, Masydzulhak Djamil Mz, Ahmad Badawi Saluy                                                      | 1889 
management.  Human  Resource 
Management  Review,  2(3),  18–36. 
https://doi.org/https://doi.org/10.1016
/j.hrmr.2012.06.002 
 
Pasban,  M.,  &  Nojedeh,  S.  H.  (2016).  A 
Review of the Role of Human Capital in 
the  Organization.  Procedia-Social  and 
Behavioral  Sciences,  2(3),  249–253. 
https://doi.org/https://doi.org/10.1016
/j.sbspro.2016.09.032 
 
Rua, O. L., & França, A. (2017). The linkage 
between  intangible  resources  and 
export  performance:  the  mediating 
effect  of  innovation.  International 
Journal of Innovation, 5(3), 399–410. 
 
Sakban,  S.,  Nurmal,  I.,  &  Ridwan,  R.  Bin. 
(2019).  Manajemen  sumber  daya 
manusia.  Alignment:  Journal  of 
Administration  and  Educational 
Management, 2(1), 93–104. 
 
Tampubolon,  P.  (2018).  Pengorganisasian 
Dan  Kepemimpinan  Kajian  Terhadap 
Fungsi-Fungsi  Manajemen  Organisasi 
Dalam  Upaya  Untuk  Mencapai  Tujuan 
Organisasi.  Jurnal  Stindo  Profesional, 
4(3). 
https://doi.org/https://doi.org/10.4657
6/wdw.v0i51.243 
 
Tsai, Y.-H., Ma, H.-C., Lin, C.-P., Chiu, C.-K., 
&  Chen,  S.-C.  (2014).  Group  social 
capital  in  virtual  teaming  contexts:  A 
moderating  role  of  positive  affective 
tone  in  knowledge  sharing. 
Technological  Forecasting  and  Social 
Change,  5(8),  13–20. 
https://doi.org/https://doi.org/10.1016
/j.techfore.2013.08.015 
 
Venisa,  V.,  &  Widjaja,  I.  (2022).  Pengaruh 
Arus Kas, Profitabilitas dan Solvabilitas 
terhadap  Financial  Distress.  Jurnal 
Manajerial  Dan  Kewirausahaan,  4(2), 
507–515. 
https://doi.org/10.24912/jmk.v4i2.182 
 
© 2022 by the authors. Submitted  
for possible open access publication  
under  the  terms  and  conditions  of  the  Creative 
Commons  Attribution  (CC  BY  SA)  license 
(https://creativecommons.org/licenses/by-sa/4.0/). 
 
 
 