CHAPTER 1

INTRODUCTION

1.1 Introduction

The knowledge management (KM) field is large, complex, and in constant

development. It’s includes management, organizational goals and

operational practices and philosophies, technologies, and strategies.

When KM is being discussed or considered for practices by an

organization or being viewed as a subject for education and training, an

expert coming from different field tend to focus on variety aspect of KM.

The result will often be disagreement or confusion.

In order to avoid disagreement and confusion, the aspects of KM should

clearly be considered in which we suggest at least there are two different

aspects of KM which are KM as a technology and KM as an approach.

According to Despres and Chauvel (1999), the companies that implement

knowledge management does it in a variety of ways while ranging along

certain dimensions such as;

i. Through and primarily based on technologies (typically electronic),

versus people,

ii. Knowledge as a source of innovation, value creation,

iii. A new approach to human resource management: individual

responsibility for knowledge sharing and learning.

1
The role of information technology (IT) in sharing knowledge has been a

center of debate and many scholars defined that knowledge management

(KM) initiatives could be successful without using IT tools (McDermott &

O’Dell, 2001; Hibbard & Carillo, 1998), and IT should be adopted only

when it is necessary. Other than that, some scholars argued that IT is

strategically essential for global reach when organizations are

geographically distributed (Duffy, 2000; Lang, 2001) which commonly use

in knowledge management such as portal, internet, intranet, knowledge

management system and so on.

One of the technologies used in knowledge management are corporate

portal which a gateway to applications that integrate collaborative tools,

business intelligence, and unstructured text search capabilities and its

allowing the users to customize their desktops to show information from a

variety of sources within the organization (and usually from outside the

firewall as well) (Kidwell, 2000.). According to Benbya, Passiante and

Belbaly (2004), the corporate portals also present the potential of

providing organizations with a rich and complex shared information

workspace for the generation, exchange, and use of knowledge.

A part of that, an intranet relates to learning organizations in the following

way. The intranet is not only a powerful communication medium but also a

knowledge base intranet can be known as a form of technological tools

2
that used by many organizations. The intranets can be regarded as both

as information and strategies tool in the context of knowledge

management and a large amount of which consists of news, statistic,

business plans, telephone numbers, forms, personal stories and so on that

can be stored and distributed in a short time to the large number of people

(Mansel, 1997).

According to Sarnoff and Wimmer (2003), intranets have a significant

effect on workforce efficiency and productivity, and that there is a

significant correlation between intranet satisfaction and job satisfaction.

The intranet and internal communications workers should be contributing

to the knowledge debate, especially when it comes to knowledge in the

workplace, which the practical approach is arrived and can be of value in

the enterprise.

For an approach, according to Gottshack (2005), knowledge management

can be defined as an approach to simplify and improve the process of

sharing, distributing, creating, capturing and understanding knowledge in a

company which there are many form can be used or practices, such as

communities of practices, storytelling, benchmarking, and so on.

However for the purpose of this study, the focus will be on the two

commonly used of approaches in organization which is storytelling and

3
benchmarking. Storytelling can be known as orally communicating ideas,

beliefs, personal histories, and life-lessons (Groce, 2004). Besides that,

storytelling is one of the most existing forms of communication and it

possesses great potential as a teaching-learning tool. It’s obvious that it is

currently being used in some companies as a knowledge management

method (LeBlanc & Hogg, 2006).

According to Knowledge Management Terms, by Stuhlman Management

Consultants (2008), storytelling is the skilled delivery of stories use to

present anecdotal evidence, clarify a point, support a point of view and

crystallize ideas. Storytelling can help bridge the gap between data and

knowledge and at the same time it also could be the result of integrating

information and knowledge managers use storytelling as a approach and

tool for sharing knowledge.

Moreover, developing best practice through benchmarking features as a

critical activity in the business world as it is a vital approach for sharing

and transferring knowledge. This includes in the definition of

benchmarking as the process of identifying, understanding and adapting

outstanding practices from organizations anywhere in the world to help the

organization improve its performance. (O’Dell, 2006).

4
Several definitions have been offered for benchmarking for example, Zairi

(1996) defines it as "emulating the best by continuously implementing

change and measuring performance," and Camp (1998) describes it as

"the search for industry best practices that lead to superior performance”.

The reason for benchmarking is to look at how well the organization is

doing compared to others in the same field or industry, and to learn from

their best practices in order to improve the organization.

This research will be conducted at Sharp-Roxy Corporation (M) Sdn Bhd

in Sungai Petani which covered the population of upper level management

including staff there.

In order to estimate the benefit of a KM program, a conceptual perspective

is required, as well as the use of tools and methods, rather than the ad

hoc use of analytical approaches. This means that the organization should

make used the knowledge management as a practice by using the

resources and environment that available in the organization rather than

study it as a theory.

5
1.2 Problem statement
The problem exist in knowledge management are many organizations,

schools, colleagues, and university are pouring their money into

information technology without considering how effectively integrate those

technologies into decision-making processes to improve academics,

operational, and planning.

Other than that, most managers of organizations today do not know what

specific kinds of knowledge the individuals in their organization know. “If

we only knew what we know, we could conquer the world” (Bhatt, 2001).

According to Rigby and Bilodeau (2007), as firms become larger, more

knowledge intensive, and more globally dispersed, the need for their

managers to “know what we know” is becoming sensitive. Thus, a

common initiative within the tacit knowledge approach is usually some

effort to improve understanding of who knows about what in an

organization whereby it is an effort that is sometimes described as an

effort to create “know who” forms of knowledge

Knowledge transfer is about connection not collection, and that connection

ultimately depends on choice made by individuals and there are many

mechanisms that enable knowledge transfer such as internet, storytelling,

website, video conference, brainstorming, communities of practice and so

much more. Knowledge transfer can influence the organizational

6
performance with having the appropriate tools and method which can be

used by the employee in order to receive and sharing the knowledge.

This research is made because of the importance of the knowledge

management practices in the organization that can help in boost up the

organization performances and align the knowledge management with the

business or academic strategies to achieve the organization objectivities.

It also can reduce the time and cost consuming in making the decision by

using the right tools and approaches.

7
1.3 Research objectives

1.3.1 To study the implementation of knowledge management technology

and knowledge management method in organization.

1.3.2 To identify the relationship between knowledge management

technology and organizational decision making.

1.3.3 To identify the relationship between knowledge management

approaches and organizational decision making.

1.4 Scope of the study

1.4.1 Level

This research is limited to the upper management in Sharp

company branch in Kedah.

1.4.2 Territory

This research focused on area of Sharp company branch in Kedah.

1.4.3 Time

The period of this study is from January 2010 to April 2010.

8
1.5 Significance of the study

This research is made in order to give benefits to the organization in term

of:

1.5.1 Having appropriate knowledge management practices in the

organization that can reduce the operational cost by using the

existence resources in the organization such as using the e-forum

to sharing the knowledge between the employee across the time

and space.

1.5.2 The result of this research will help the organization to identify their

weakness in knowledge management practices and overcome it

with the same time cope with the competitor, which the organization

can improve their performance effectively and efficiently.

1.5.3 Helping the organization leader in decision making process by

using the appropriate knowledge management tools and method,

which at the same time giving the opportunity to the employee to

involve in the decision making in the organizational.

1.5.4 This research will determine the relationship between the

knowledge management practices and organization decision

making whether the knowledge management practices can give an

influence in organizational decision making.

9
1.6 Limitation of the study

The first limitations are the knowledge management practices will not be

similar at the other organization and may not be suitable to be practices.

For example, the organization may not practice the benchmarking method

which include in one of the variable and the data will not cover the

variable.

Secondly, this research not covered all knowledge management practices

which under the technologies and method have other elements which may

or may not be practices in the organizations, as this study only focus on

two ways in each of the perspective which are corporate portal and

intranet as a technology and storytelling and benchmarking as a method.

Thirdly, the cooperation from the organization that can be tolerate in giving

the necessary information and the accuracy of the information in order to

completing this research. This is because of the limited period of time in

order to make this paper and its only cover one department in the

organization.

10
1.7 Definition of terms/concepts

The definition used to explain the concepts of this research are:

1.7.1 Knowledge management: performing the activities involved

in discovering, capturing, applying, and sharing knowledge in order

to enhance in cost-effective and impact of knowledge and the

management of organizational knowledge for creating business

value and generating a competitive advantage (Tiwana, 2000). As

the other scholars agreed that knowledge management can be

define as a discipline focused on systematic and innovative

methods, practices, and tools for managing the generation,

acquisition, exchange, protection, distribution, and utilization of

knowledge, intellectual capital and intangible assets (Montana,

2000) and according to Gottschalk (2005) that define Knowledge

management as a method for achieving corporate goals by

collecting, creating and synthesizing and sharing information,

insights, reflections, thoughts and experience.

1.7.2 Knowledge management technology: The use of technology in

knowledge management fields are increasingly balanced by the

human-social technologies that tends to concern themselves with

the social psychology of organizing a knowledge-based enterprise.

(Despres & Chauvel, 2002). Other scholars such as Borghoff and

Pareschi (1998) reported that the Nonaka and Takeuchi model

11
tackles issues directly related to IT infrastructure in the knowledge

management as the knowledge itself is an integral part of

technology definition as explained by Pe´rez-Bustamante (1999)

who defines technology itself as any applied knowledge that fulfils

market expectations or market needs.

1.7.2.1 Corporate portal: Represent the potential of providing

organizations with a rich and complex shared information

workspace for the generation, exchange, and use of

knowledge (Benbya, 2004). Other than that, corporate

portals enable e-business by providing a unified application

access, information management and knowledge

management both within enterprises, and between

enterprises and their trading partners, channel partner and

customers (Gartner Group, 1998).

1.7.2.2 Intranet: Information and communication technologies

that can be presume connecting colleagues in potentially

fruitful constellations that generate and integrate knowledge

(kirchner, 1997). According to Sarnoff & Wimmer (2003), a

good intranet is built on the premise of avoiding the

frustrations of information overload whenever possible

through a logical site structure, functional search engine

12
 and a content-management approach that values quality

over quantity.

1.7.3 Knowledge management approach: KM activities that lead to

the changes in behaviour, changes in practices and policies and the

development of new ideas, processes, practices and policies

(Bender & Fish, 2000). Beside that, it is meaningful when it is

codified, classified, given a shape, put in a useful format and stored.

Only then, it can be used by the right person, at the right time, in the

right way (Nemati and Barko, 2002).

1.7.3.1 Storytelling: The images of groups of businesspeople

squatting around a campfire swapping stories and wasting

time as executives tell bad stories and unload their fears

and anxieties doesn’t appeal to some knowledge managers

(Reamy, 2002). Storytelling is an ancient art that pre-dates

writing which the storyteller shares an experience with the

audience as a performing art, teaching aid, and a method to

share information not supported by data (Stuhlman

Management Consultants, 2008)

1.7.3.2 Benchmarking: A method to compare key figures,

often financial figure, for the purpose of ranking the

13
 organization in relation to competitors or the industry

average (Denkena, Apitz, & Liedtke, 2006). Benchmarking

is not a policy but a tool to improve performance. It goes

beyond competitive analysis, does not simply make

comparisons, and is a learning process to promote cultural

change.

1.7.4 Organizational decision making: A bounded rationality which

is an essential part of satisfying and a results when decision makers

make logical decisions, but are limited by inadequate information

and their ability to use the information available (Simon, 1957).

Decision making in organizations is pictured as a coherent and

rational process in which alternative interests and perspectives are

considered in an orderly manner until the optimal alternative is

selected. (Cambridge dictionary)

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 CHAPTER 2

LITERATURE REVIEW & CONCEPTUAL FRAMEWORK

2.1 Literature Review

2.1.1 Introduction

As a growth of focus on concerning within management, knowledge

management (KM) is an area of research and practice that is still

searching for a stable set of core concepts and practical applications.

Knowledge management can be defined according to Newman (1996) as

a direction and enhancement of organisational decisions as to how,

where, and when to create and account for new knowledge. It helps in

education, training, technical refreshment and on-the-job experience.

Capturing knowledge can prevents the loss of critical knowledge due to

the retirement, downsizing and outsourcing.

Davenport (1999) relates KM activities with some intermediate activities

that affect financial results. Progress in KM activities affects the project

performance measurements, indicators of the capacity of employees to

carry out tasks related to knowledge, and finally, the generation of ideas

and innovations. Firestone (2001) proposes an intuitive approach to clarify

the relation between KM, corporate objectives and benefits. He suggests

an abstract model called ‘‘benefit global estimation’’. In this model,

Firestone (2001) explain that in order to estimate the benefit of a KM

program, the conceptual perspective is needed, including the using the

15
right tools and approaches. Besides that, in order to relate KM programs

and firm performance, the previous analysis of corporate objectives and

business processes is required which in this situation; KM is business

processes that can help firms reach their goals.

Knowledge management can be seen in two perspectives which are in

term of technology and approach. The technological knowledge results as

the collection of pieces of information and knowledge owned by a variety

of parties, and then requires, to be developed, the combination of external

learning processes (e.g. learning by imitation and learning by interaction)

with internal (Combs & Bierly, 2006). However, access to the technological

knowledge is made difficult by several factors, such as its tacit and

personal character, transaction and communication costs, and also

depends on the ‘‘absorptive capacity’’ of the agents involved in the

process (Cohen & Levinthal, 1990).

According to Cohen, W.M. and Levinthal, D.A. (1990), absorptive capacity

is an ability of a firm to recognize the value of new external information,

assimilate it, and apply it to commercial ends is critical to its innovative

capabilities. It’s a function of the firm’s prior knowledge. It is depends on

transfers of knowledge across environmental boundaries and across sub-

units. The gatekeepers help transfer info across boundaries and more

16
gatekeepers are needed in turbulent environments to increase reception of

new ideas.

2.1.2 Knowledge Management Technology

Ruggles (1997) considers KM tools as the technologies used to enhance

and enable the implementation of sub-processes of KM. In this context,

tools are considered to be the basic technological building blocks for KM,

where individual tools can be combined to form a specific sub-process KM

system (Al-Ghassani, 2002). Davenport and Prusak (1998), in reviewing

knowledge management programs practice has highlight the difference

between the more formalized transfer mechanisms such as portals,

databases, intranets and groupware, and informal exchanges which are

more casual events that usually take place face to face such as in

conversation.

2.1.2.1 Corporate portal

If the process of knowledge management is lead by information

technology, knowledge can too easily become as an information or

data only which is to be stored and retrieved from databases. ``Too

much for what passes for knowledge management is glorified data

processing'' (Stewart, 1998). Most of knowledge management

programs are being developed using of digital technology which it can

17
provides us with incredibly useful tools for efficient information

transfer.

The portal serves multiple functions for multiple customers with one

tool. Moreover, it can improve the efficiency of knowledge exchange

and deliver a set of shared business objectives that include

communications around best practices, a gateway to research on the

use of teaching and learning through technology, professional

development, policy development and review, and resource

development. Other than that, it also provides the faculty members at

the individual campuses with efficient, direct links to current

knowledge about teaching and learning through technology among the

campuses of the university system, nationally, and internationally.

(Kidwell et al, 2000)

The trend toward portals as the technology tool of choice for

knowledge leads to another trend which is the convergence of

knowledge management and e-business. This is because of the Web-

based technologies that support e-business are now being applied to

support KM and vice versa. A more powerful reason is that both KM

and e-business are about creating conversations, sharing knowledge,

and building communities. Knowledge management has been about

breaking down barriers within the organization, and e-business has

18
been about breaking down barriers between the organization and its

customers. (Kidwell et al, 2000)

2.1.2.2 Intranet

An intranet can be known as information and strategic management

tool in the context of knowledge management. The key element in

managing an intranet such as activity level and information output are

not just a tool to control the transportation on information and

knowledge in a convenient and efficient way. A lack of reflexivity in

intranet use is based on the assumption that an intranet is a tool in its

‘master hands’. (Edennius & Borgerson, 2003)

There are many strategies in managing knowledge that correspondent

to different kinds of information technology, which one of it is intranet

that is used by many firms. Three central features define an intranet

are first, intranet is a network based on the intranet protocol TPC/IP

and runs common internet applications. Second, intranet is a private

network that granting access on a selective basis. Third, intranets do

not address any specific well-defined need unlike intra-organizational

information. (Newell et al., 2000)

19
 By using an intranet, with all its different discursive practices, can

thereby be given an active role, central to instances of new knowledge

cluster such as news emerging through an intranet. (Power, 1997)

2.1.3 Knowledge Management Approach

KM, as an approach, is designed to provide strategy, process, and

technology to increase organizational learning (Satyadas et al., 2001). The

predominant KM emphasis has been a system oriented view with a focus

on technology applications that range from traditional data-processing

areas, such as knowledge enabled supply chain management (SCM)

systems. Moreover, the human element of knowledge sharing that

combined with the element of people experiences is equal to the

knowledge (Kogut & Zander, 1992).

2.1.3.1 Storytelling

Storytelling has been touted as the best way to make the leap from

information to knowledge, and as the best way to capture and transfer

tacit knowledge (Reamy, 2002). “To some people including people in

business, people in management and people running public sector

organizations, storytelling might seem like an odd subject to be talking

about at all. The thought that narrative and storytelling might be

important ideas in organizational thinking in the coming century might

seem even odder” (Brown et al, 2004).

20
Knowledge management is indeed a way of educating people and

when educating people it is important to understand how they learn.

Research says the brain works by detecting patterns in information,

which is why stories are so useful in the teaching-learning interaction.

“One of the brain’s best tricks is to extract meaningful patterns from

confusion”…and storytelling is an “excellent way of accomplishing this

task” (Liston, 1994).

2.1.3.2 Benchmarking

Benchmarking implies the setting of goals by using objective, external

standards and learning from others whereby learning about how much

and how (Boxwell, 1994). A knowledge centre can use benchmarking

to measure and compare their processes with those in other

knowledge centres.

Benchmarking as a knowledge management tool is widely used. It has

spread geographically into large parts of the world and reproduces in a

variety of manufacturing and service businesses, including health

care, government and education organizations (Camp, 1995).

Andersen (1999) defines benchmarking as a process of continuously

measuring and comparing one’s business processes to comparable

21
 processes in leading organizations to obtain information that will help

the organization to identify and implement improvements.

Turbulently changing environments, rapidly involving technologies, and a

different breed of knowledge workers create the demand for an entire new

organization structure that is process-oriented, team-based, and brain-rich

but asset-poor. However, for rare cases of intangible assets that do not

growth if shared, knowledge grows in value if it is appropriate shared

(Tiwana, 2000).

2.1.4 Organizational Decision-Making

Brickley (2004) described the organization decision-making as a right

decision, along with the reward system and the way of performance is

evaluated, as one of the key aspects of an organization’s architecture (or

design). A firm’s ability to make good decisions is particularly important in

the face of increasing global competition, and the greater uncertainty from

exposure to more competitors and a greater number more markets that

this brings.

Moreover, Taylor (1975) writes that when the external environment

changes dramatically large companies put long-term plans on hold and

regress to ad hoc decision making and Mintzberg (1976) also describes

“muddling through” decision making where decisions are made

22
 incrementally on the best available information while trying not to pre-empt

any long-term strategies. On top of that, Longbottom (1972) and Mintzberg

(1976) advocate that effective decision making occurs where managers

actively select situations which require decisions and seek information

regarding those decisions.

In can be conclude that, majority of the philosopher believe and agree that the

knowledge management can facilitate the organization to come out with the

reasonable decision making process which the organization must have balance

operational knowledge management process. The technologies and people must

work together in order to make the organization become more effective and

efficient in their decision making process.

23
2.2 Conceptual Framework

Independent Dependent
Variable Variable

Knowledge Management

Technology

- Corporate Portal

- Intranet
Organizational

Decision Making

Knowledge Management

Approaches

- Storytelling

- Benchmarking

Figure 2.1: Research Framework

Knowledge management practices can be classified into two types which are

knowledge management technology and knowledge management approach.

These research only focuses on two types for each classification which are in

knowledge management technology are corporate portal and intranet and in

knowledge management approach are storytelling and benchmarking. This study

will determine the relationship between knowledge management practices and

organizational decision making. The knowledge management practices will

influence the organizational decision making.

24
2.3 Hypothesis:

2.3.1 There is a significant relationship between the application of

corporate portal and organizational decision making.

2.3.2 There is a significant relationship between the application of

intranet and organizational decision making.

2.3.3 There is a significant relationship between the practice of

storytelling and organization decision making.

2.3.4 There is a significant relationship between the practice of

benchmarking and organization decision making.

25
 CHAPTER 3

RESEARCH METHOD

3.0 Introduction

This chapter discussed on research methodology that had been used to

obtain information for the research purpose. It involves research design,

unit of analysis, sample size, sampling technique, measurement or

instrumentation, data collection and data analysis. This section provides

details on the procedures and methods we used to collect and analysis

data that we need.

3.1 Research design

The research design is the guideline and as a framework in order the data

can be gathered and analyzed to getting the solution. There are two types

of research design which are quantitative and hypothesis test. In this

study, relational survey will be use to investigate the relationship between

knowledge management practices and decision making among the upper

level management staff at Sharp-Roxy Corporation (M) Sdn. Bhd. in

Sungai Petani, Kedah.. This study will employ the single cross-sectional

designs where sample of respondent is drawn from the target population

and information is obtained from this sample only once, over a period of

month. The information from respondent will collected via structured

questionnaire.

26
3.2 Unit of analysis

The units of analysis of this research are the upper level management

staff at Sharp-Roxy Corporation (M) Sdn Bhd in Sungai Petani, Kedah.

The unit of analysis will be individual. All data collected can be use to

determine the effect of knowledge management practices among the staff

to the organizational decision making.

3.3 Sample size

The population of this study covered to all the Upper level management

staff at Sharp-Roxy Corporation (M) Sdn Bhd in Sungai Petani. There is

around 80 staff and the sample size decided was 66 respondents which

followed in Sekaran, Uma (2006).

Sample size for given population

N S
75 63
80 66
85 70
90 73
95 76
Figure 3.1 Sample Size

3.4 Sampling technique

The sampling technique in this study will be using a non-probability

sampling technique ( sekaran, 2006). To determine the sample size, the

research will used krejcie and Morgan (1970) as well as cohen (1969)

cited by sekaran (2006). The actual population is 80 staff and according to

table the sample size that should be taken from population size is 66. This

27
 technique helps the researchers to get the data just one time only and can

save a lot of time and cost.

3.5 Measurement/Instrumentation

3.5.1 Nominal Scale

This nominal scale allows researcher to assign subject to certain

categorized or group (Sekaran, 2006). Nominal scale is used for

obtaining personal data. The researcher use nominal scales in this

research such as for gender, age, status, and education level.

Gender:
Male Female

Figure 3.1

3.5.2 Ordinal Scale

The researcher also use ordinal scale to measure the data

collected. The ordinal scale is use to categorizes the variables in

such a way as to denote differences among various categories and

rank according to some preferences.

What is your position at this organization?

General Manager
\

Chief Executives
Assistant Manager
\

Supervisor

Staff

Figure 3.2

28
3.5.3 Ratio Scale

There are also questions that obtain the ratio scale to be used as a

measurement tools such as age of respondent. The ratio scale

overcomes the disadvantage of the arbitrary origin point of the

interval scale, in that has an absolute zero point, which is a

meaningful measurement point (Sekaran, 2006).

Age:
20 years old and below 31 – 35 years old
21 – 25 years old 36 – 40 years old
26 – 30 years old 41years old and above

Figure 3.3

3.5.4 Interval Scale

An interval scale allows the researcher to perform certain

arithmetical operation on the data collected from the respondents.

Under interval scale, the researcher measures the elements of the

variables through Likert Scale. The Likert Scale is design to

examine how strongly agree or disagree with the statement on a

five point scale especially in section B. It is such:

Strongly Disagree Neutral Agree Strongly

Disagree agree

1 2 3 4 5

29
3.6 Data collection

The data for this study will be collected through questionnaires. The

advantage of this method is the completed data can be collect from the

respondents in one time or period (Sekaran, 2006). Questionnaire is a

common way to collected data which is contains the question that

stimulates the respondents to provide required response. This method

was chosen because the small sample size of respondent and due to the

cost and time consumes in order to get data. These are two section in the

questionnaires which is section A and section B.

3.6.1 Section A: Individual’s Background

In this section, there are several demographic questions such as

gender, age, level of education and etc.

1. Gender:
Male Female

2. Age:
20 years old and below 31 – 35 years old
21 – 25 years old 36 – 40 years old
26 – 30 years old 41 years old and above

3. Level of education:
SPM Degree
STPM Master
Certificate PhD
Diploma

4. What is your position at this organization?

General Manager Chief Executives
Assistant Manager Supervisor
Staff
Figure 3.4

30
 3.6.2 Section B: Likert Scale Question:

In the section B, the question of the questionnaire is based on the

four independent variables which are corporate portal, intranet,

storytelling and benchmarking.

CORPORATE Strongly Strongly

No. Disagree Neutral Agree
PORTAL Disagree Agree
Our company
1. corporate portal is 1 2 3 4 5
easy to use.
I always refer to
corporate portal in
2. order to search 1 2 3 4 5
information
regarding to my job.
Our corporate portal
has enough
3. information tools to 1 2 3 4 5
help me retrieve
information.
I always use the
corporate portal to
4. 1 2 3 4 5
share the
knowledge.
I’m an active user of
5. 1 2 3 4 5
corporate portal.
The corporate portal
6. improves my 1 2 3 4 5
performance.
The corporate portal
provided enough
7 room to all staff to 1 2 3 4 5
share and exchange
ideas.

Figure 3.5

31
 Strongly Strongly
No. INTRANET Disagree Neutral Agree
Disagree Agree
1. The intranet
saves cost and
time when 1 2 3 4 5
performing my
job.
2. Intranet allows
me to be 1 2 3 4 5
creative.
3. I manage to
fulfill new
1 2 3 4 5
challenges with
intranet.
4. I have the
opportunity to
acquire new 1 2 3 4 5
knowledge and
skills.
5. Working using
intranet built an
online
community to 1 2 3 4 5
share the
knowledge and
solve a problem.
6. Intranet
increases my 1 2 3 4 5
competency.
7. I think the
intranet is an
1 2 3 4 5
important tool in
our company.
8. With intranet I
deal directly with
managers in 1 2 3 4 5
handling
problems.

32
Figure 3.6

33
 Strongly Strongly
No. STORYTELLING Disagree Neutral Agree
Disagree Agree
1. The storytelling approach
is easier to me in order to
1 2 3 4 5
understand a particular
situation.
2. My mentor provides me
the learning experience I 1 2 3 4 5
need.
3. I believe the mentor
mentee concepts are the
best way to gain 1 2 3 4 5
knowledge from
experience leaders.
4. My working culture is
influenced of my mentor 1 2 3 4 5
experience.
6. The gap between
employee and employer
1 2 3 4 5
is closer by the
storytelling approach.
7. The storytelling is the
best approach in 1 2 3 4 5
implement of us.

Figure 3.7

34
 Strongly Strongly
No BENCHMARKING Disagree Neutral Agree
Disagree Agree
1 Our company has a
specific target to be 1 2 3 4 5
achieved.
2 This company strategy
and technology is
1 2 3 4 5
always up to date
according to trend.
3 This company is
modified and learns
from competitor in
1 2 3 4 5
developing best
practices and avoiding
repetitive mistakes.
4 Organizational
performance is best
seen if we can
compare our 1 2 3 4 5
company’s
achievement with
other companies.
5 We are always try our
best to achieve 1 2 3 4 5
organizational goals.
6 During the meeting,
the performance chart
of our company is
1 2 3 4 5
being compare with
our competitor
performance
7 Any work process that
did not meet desired
1 2 3 4 5
results will be
amended.

Figure 3.8

35
3.7 Data analysis

The data will be analyzed using SPSS Version 16.0 for windows Software

Program with the uses of:

3.7.1 Pearson Correlation

The researcher use the Pearson correlation to see the strength of

interrelated that present among all mentioned. Pearson correlation

is important to measure the interrelationship between variables. For

example, in order to know the relationship between knowledge

management practice variable and decision making variable,

Pearson correlation can be used to analyzed it whereby the value of

p<0.05, must below than 0.05.

3.7.2 Descriptive Statistic

The researcher discussing the background of the respondent that

consist gender, age, status, and education level by using

descriptive statistic. The researcher might want to know the relation

among the variable with one another in order to determine whether

they are any difference two or more group and other.

36