The Practice of Knowledge Management in Non-Profit Organization: The Study on
Persatuan Seni Silat Cekak Malaysia
By:
Mohamad Azwan B Suroto, Associate Prof. Shaharuddin B Badaruddin, Dr. Abdul Raufu B
Ambali, Associate Prof. Dr. Hadzli B Hashim
Faculty of Administrative Science and Policy Studies
Universiti Teknologi MARA Malaysia
Abstract: Persatuan Seni Silat Cekak
Malaysia (PSSCM) is one of Malay’s most
active organizations which applying the
concept of “silat” in managing the
organization. PSSCM is delivering tailored
syllabus in teaching and encouraging the
members to involve the administration aspects
in order to producing the good human capital
with good principals. To achieve excellence all
available resources should be managed with
increased effectiveness and efficiency, the
most important of these is being knowledge.
Purpose: The purpose of this study is to
empirically investigate basic Knowledge
Management practice affect administrative
management and public relation in PSSCM.
Methodology: The research samples have
been drawn from members of PSSCM in the
area of Klang Valley, Malacca and Negeri
Sembilan. The questionnaires were distributed
to 100 respondents which have had
experienced in managing the organization at
the higher learning institutions and branch
level.
Finding: All of 84 usable questionnaires, the
results show about level of professional
knowledge practice among members in
PSSCM. Furthermore, it also provides the
relationship between basic KM practices and
administrative management in PSSCM. Other
then that, this project paper also provides
which one of basic KM practices has
significant influence with public relation in
PSSCM.
Originality/value: This study contributes to KM
literature that suffers from scarcity of research
on the empirical examination of this subject.
Keywords: Knowledge Management, Non-
profit Organization, Persatuan Seni Silat
Cekak Malaysia.
Paper type: Research project.
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, sports or other activities. The
goal of NPO is normally to seek the social
value among the organization without any
intuition for profit accumulation. NPO need to
compete with the effectiveness and efficiency
in the management and that is to the stage of
renewal the process of its working of NPO. It
was needed to go for the new improvement to
align with the demand of the new era.
The new improvement of managerial aspect
could be one of the challenges to the NPO in
pursuing these goals. Thus, this study is to
seek the application of knowledge
management could be the success factor of
NPO on dealing with promoting excellence
achievement. In this view, the ability to
manage the appropriate priceless assets
(knowledge) is one of these factors.
The creation of knowledge could promote the
knowledge generation, sharing and
utilization, to be some of good things on
creating the NPO that are innovative, flexible,
effective and efficient.
Thus this study will exclusively focus on
Persatuan Seni Silat Cekak Malaysia
(PSSCM) on identifying knowledge
management. PSSCM is one of the
established NPOs in Malaysia that
concentrate with Malay martial art called Seni
Silat Cekak.
PSSCM is an association of a Malay martial
art called silat that genuinely can be counted
upon to protect life. In fact, Silat Cekak does
not utilize neither any dance-like movement
nor sidestepping techniques, whether left or
right when combating. It deals with hostile
aggression head on, just like an ordinary
forward movement. Thus, Silat Cekak is a
combat oriented art. It is more to defensive-
type of silat because its techniques are 99%
defensive and only 1% offensive and the
movement is unpredictable because does not
apply guarding stand or kuda-kuda. The main
objective during waiting for combat or willing
to combat is standing straight “berdiri lurus”.
According Dr. Haron Din (2000), as referred
to Surah At-tin 95:4 “Allah creation of human
being is the best creatures among the
creatures and the best creation of human
1
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 PSSCM
as according to the Constitution of Persatuan
Seni Silat Cekak Malaysia. All of the works of
tasks are stated clearly in the constitution.
Non-Profit Organization
A non-profit organization (NPO) whose
primary objective is to support 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 to be
defining of such organization. However, NPO
may accept, 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.
Donation may sometimes be tax deductible.
The NPO can be a small association that led
by a few volunteers with the assistance of the
members. Some of the characteristic of the
NPO would be (Borga et al 2001; Ambrosio
and Badini, 1999):
1. The goal of the association
strictly not for the profit purposes
to the stakeholders or to pursue
the mission.
2. All of the members are
volunteers even they need to
pay for association’s fees.
3. All of the volunteers join the
association because of their
interest to be in the association.
4. All of the activities of the
association would be a short-
term period and have the
immediate result.
Persatuan Seni Silat Cekak Malaysia
(PSSCM)
The movement to form PSSCM started on 5th
of Ramadhan 1385 hijrah or on 28th
December 1965, located at the premise of
Shafie Darus, Batu 4 ¾, Jalan Gunung Alor
Setar, Kedah. Silat Cekak was established
then under the banner of Perkumpolan Seni
Sari Budaya Sri Kedah on February 1964.
In 1970, Seni Silat Cekak was brought to
Kuala Lumpur and started 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 Kuala Lumpur.
By 19 August 1971, the late Ustaz Haji
Hanafi B Haji Ahmad, who introduced Silat
Cekak registered Persatuan Seni Silat Cekak
Kedah Malaysia, and later in 1975 the name
was altered to Persatuan Seni Silat Cekak
Malaysia till present.
The early establishment was lead by the late
Ustaz Haji Hanafi B Haji Ahmad till he passed
away on 13th August 1986. He has initiated
and created lesson classes for a period of 21
years and thus, has established the name of
Seni Silat Cekak Malaysia to the peninsular
Malaysia. After his decease, The Honorable
Tuan Haji Ishak B Itam was announced as
Guru of PSSCM cum President to continue
the leadership and vision of Ustaz Haji Hanafi
B Haji Ahmad since 21st September 1986
until presents.
Seni Silat Cekak at this moment has
expended to the entire peninsular Malaysia
with 12 branches in every state. The number
of members reaching 80,000 with 105 classes
with and was assisted by 700 authorized
coaches. The establishment of PSSCM also
accepted in the public and private higher
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, and
schools.
In general, the association of PSSCM is an
association of which introduce and protect
Malay martial art called “silat” where it is a
part of Malay custom that is authentic and can
practiced directly or indirectly as a platform of
life of a human being. In fact, Silat Cekak is
very unique and significantly different from
other forms of silat. It deals with hostile
aggression head on, just like a forward
movement without any hesitation where Silat
Cekak is a battle oriented art and it does not
require so many steps to overtake his
opponent as what other silat do. Thus, it is a
defensive-type of silat where 99% of its
techniques are defensive mode and only 1%
its offensive. Due to its fast and speedy
reflection, it does not apply kuda-kuda for
ready stance. Instead, it adopts a standing
straight stance as a symbol of readiness
before combating. One of the reasons is that
to be mobile all the time, and it is a warning
factor during combat.
2
Thus, this study will relate to Persatuan Seni
Silat Cekak Malaysia (PSSCM) because it is
as one of NPOs in Malaysia. According to
Constitution of PSSCM as at 1997, Article 3 –
The Objective and Mission of PSSCM:
1. To introduce Seni Silat Cekak as one of
Malay culture.
2. To broaden and strengthen Seni Silat
Cekak in Malaysia (including Sabah and
Sarawak) and to extend the credibility as par
with other international martial arts.
3. To increase the confident level of
Malaysians especially Malays about the
genuine and advantage of Seni Silat Cekak as
a national martial art.
4. To abolish any unwanted ideology of
Satanism “tahyul” and “khurafat” that
unaligned with Islamic perspective and in
Malay martial arts.
5. To study all of other martial arts to be
debated and as sources of research studies.
6. Providing to all members of PSSCM with
facilities of learning Seni Silat Cekak.
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, and registered
non-political associations for expanding the
arts, cultures and charity activities.
9. Maintain and assist any activities which
enhancing Malay cultures as a national
culture.
10. Procure, loan, mortgage, transfer
ownership, lease or posses real estate and
investing the treasures of PSSCM for the
good return of PSSCM.
11. Administer, trade, lease, mortgage,
transfer ownership or any related to money
the inventories of PSSCM.
12. Build, maintain, and renovate the
accommodation or building for the purpose of
good sake of PSSCM.
13. Advertise and publish any printed books,
journals, and pamphlets with or without
charge for the purpose of PSSCM and its
members.
The mission of PSSCM is to mould the
members especially Malay, to be pious and
corporate to hoarding the name of belief, race
and nation. Then, the vision is to up holding
the Malay’s martial arts especially Seni Silat
Cekak Malaysia and to uncontaminated the
spirit of “tahyul” and “khurafat” which is
prohibited in Islam.
Thus, all of above articles mentioned it is
proven that PSSCM is one of registered NPOs
in Malaysia.
Knowledge Management
The definition of knowledge management is
not 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 (Jamaludin and
Yunus, 2005). Then it could be a 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 medium
of improvement to the problems occurred
(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, disseminating, 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 the right –
knowledge to the right people at the right time
and helping people share and put information
into action in ways that thrive to improve
organizational performance.” (O’Dell and
Grayson, 1998).
Although Bill Gates 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 and as
such it focuses on managing information by
getting the right information to the people who
need it and take action from it. (Gates, 1998).
A noted knowledge management guru,
Thomas Davenport describes knowledge
management as an approach that addresses
the critical issues of organization adaptation,
survival and competence in the face of
discontinuous environmental 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,
3
and products and services become obsolete
rapidly, successful companies are
characterized by their ability to create new
knowledge consistently, quickly disseminate it,
and embody it in their new products and
services. (Tiwana, 2002).
In the contexts of knowledge management,
knowledge can be classified into tacit and
explicit knowledge. Knowledge needs to be
differentiating tacit from explicit because they
have their own characteristic. By
understanding them, these knowledge can be
managed and use strategically. (Tiwana,
2002; Jamaludin and 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, experienced or know-how
based and often subjective or intuitive, highly
personal and not easy to formalize because
difficult to communicate to others (Tiwana,
2002; Jamaludin and Yunus, 2005).
Explicit knowledge could be defined as
knowledge generally comes in the form of
documents, manuals, procedures, databases,
books, reports either print or electronic
formats. This may be formal and systematic
and easily to communicated and shared
(Tiwana, 2002; Jamaludin and 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
process of disseminating and making
available what is already known such as
communication networks. This is also defined
as involving interaction, exchange of
knowledge, experiences and skill in the
organization (Hsiu-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)
Figure 1: The Basic Knowledge Management
Characteristic
Acquisition Sharing
Utilization
Basic KM
Practice
(Source: Tiwana A. 2002)
Figure 2.1 shows the Knowledge
Management practice could exist if three
characteristic of knowledge is utilize.
In short, knowledge management to the
authors can be defined and described as a
good information management approach with
added focus on the creation, sharing and
utilization of information and knowledge.
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, Borga and
Savoldelli, 2004).
Within the NPO knowledge is generated and
flows through four different cycles (Quagli,
2001), shifting towards broader sharing
environment. The first cycle deals with and
individual level, where knowledge is created
and utilized by the single person. The second
cycle introduces the activities of 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 the NPO to hold
the community because of integration (Lettieri,
Borga and Savoldelli, 2004).
Level of Professional Knowledge
According to Tiwana in his book the
Knowledge Management Toolkit, has
allocated a segment relating the level of
knowledge in an organization. This level can
be viewed at four stages, however not all of
the stages stand to benefits from KM system.
Level of Professional Knowledge has four
stage, which in the first stage is the concept of
Know – What, this level representing the
cognitive knowledge. This is the most
important for the existence of knowledge,
however it is insufficient for understanding the
knowledge in depth. As the basis of
understanding it require the person in the
organization to understand what the
knowledge is. For the example in an
organization the member perhaps must know
what is his task need to be done or might not
have ever done the task in real life.
Second stage is Know – How where the stage
of understanding the existence of first stage of
Know – What and ability translate it to
practical way. In this stage the members of
the organization they can use and apply the
knowledge and develop it in repetitive
exposure or in short practicing the usual
practice in problem solving matters. This is
also the stage where the members of an
organization will do the same task or
assignment and if any problems occur, the
4
problem would be the same and they may
make their own decision to make the right
action. In order to manage on stepping form
first stage to second stage, KM system need
to be supported such developing the ideas in
the meeting, brainstorm, discussion and
conversation to encourage the participation
between members.
Then, in the third stage is Know – Why, where
the understanding of being able to step
forward beyond the rules that might be
common from an information-oriented (Know
– How) to knowledge-oriented. This will lead
the members in the organization will feel they
need to go to understanding the 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 – How and create an
extraordinary leverage by using knowledge.
Normally this will be brought by the idealistic
individuals in the organization to make the
successful of the organization. To be able on
make the steps forward for individuals or
members of the organization from information-
oriented, the extensive KM system need to be
injected such as extra ordinary ideas,
discussion, conversations, participations
between members, brainstorming and
applying knowledge in the whole situation.
Last stage is Care – Why represents self-
motivated creativity that exists in an
organization. This stage happens to be only
without and cannot be supported by a KM
system. This is because on explaining 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 individuals or members
of the organization, after they have done
something which is priceless or valuable to
the organization without taking any advantage
for personal interest.
In fact to understanding the level of
professional knowledge, actually most
common organizations are at the stage of
Know – How (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
achieved and fail to be understood, there is no
second stage exploration. If they say or may
say that they can put their self belong to the
organization without any contribution for doing
something extraordinary or competitive then
others, mean they can say it verbally without
put any sense of belonging to the organization
and may lead to forget the organization if any
consequences happen.
Requirement for New Improvement
Some of the issues may occur due to non
practicing KM, this is reflecting to PSSCM
because according to Dr. Abdul Majid Ismail,
as Yang Dipertua PSSCM of Penang Branch
cum a lecturer in Universiti Sains Malaysia,
has mentioned in his paperwork there is no
exact statistic relating to percentage 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 figure always to
be announced as approximate percentage or
numbers without any written documents and
reference to scientific statistic. (Dr. Abdul
Majid, 1999).
When people mention about non-profit
organization there would be lot of differences
between for-profit organizations, it would be
about the strategy 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
because often faced with limited and conflicts
option due to inexistence of full participation
and generated idea, because it is base on
personal interest and financial constrains and
the revenue only come from the supporters or
services handled. (Clyde and Brian, 2006;
Lettieri, Borga and Savoldelli, 2004).
In the real situation, people realize the
existence of knowledge asset but they do not
really practice it in optimum way, this could
lead to the wastage of resources and
contribute to ineffective management in the
organization. This is normal because of the
decision maker in the organization put a little
attention in knowledge creation management.
According to Teece in Syed Ikhsan and
Rowland F. stated knowledge assets cannot
be bought and sold but need to be built in-
house by organizations, and they must be
exploited. 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 the organization just want to
play safe because of resistance or existence
of uncertainties to make a change when new
thing is proposed. (Peter M. Senge 1995;
Syed-Ikhsan and Rowland F., 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 is
actually encouraging people to try and utilize
the maximum capacity of people mind in order
to being competitive advantage. Competitive
advantage according to David in his book,
Strategic Management, is defined as doing
something which our competitor cannot do
and wish to be a winner, where point to be
pondered is change (Peter M. Senge, 1995;
Fred R. David, 2007).
5
This is actually important to be a good leader,
as PSSCM in its constitution had stated to
abolish an orthodox paradigm of believing in
supernatural power but can move forward at
par in the modern era. Thus, PSSCM must put
a benchmark as the parameter of
measurement as one of Malay organizations
is being modern, structured and well manage,
to prove the society and public that PSSCM is
not only focusing on martial art but teach
people how to lead and managing
organization as well as managing the attitude,
believe in Islam and Lord Al-Mighty.
Figure 2: 3G Stage of Decrement
Performance
Index
2nd
G inexistence of one of basic KM practices.
1st G 3rd G
(Source: Ibn khaldun in Zahra, 2005)
Figure 2.2 actually describing
chronological sequence of time in a theory of
civilization initiated by Ibn Khaldun (Zahra
Boussalah, 2005). According to Ibn Khaldun a
nation may attain a high level in its civilization
and growth at a certain time and then at
another period of time the civilization may be
sinking tremendously. In fact this statement
pointed out relating to the Muslim historical
position in the cyclical movement of retrospect
history. This idealistic intuition indirectly
communicating to the problems of present
Muslim that is ignorance to their historic
catastrophe.
Therefore, solution is requiring making an
adjustment for now and future developments
as accordance to Islamic way of civilization
align with the thoughts, procedures and
demands of people era.
Reflecting to knowledge management with the
diagram and civilization, actually in 1 st G
(generation) start of development of the
society where emerge from revelation that
turn out the law and guidance for its follower,
or people has developed the mind and
psychological contact to change. When the
existence of law and follower has the
compliance to make the changed, thus, it is an
existence of KM where acquisitions of
development, then the society share how to
develop and then they utilize the knowledge to
develop. Then, it is align with the definition
made by Davenport and Prusak survival and
competence in the face discontinuous change.
Then 2nd G is the stage is different from 1 st G,
where there is no more control over the
development where after made the
development, the strategy and condition is
remain unchanged, thus it could be
considered one of basics KM practice is no
more exist, where no more acquisition but
exist sharing and utilizing, can be explain as
people may share and utilize the same
common practice and no more acquisition on
new thing. Or it can be no more sharing but
exist acquisition and utilization, means the
people still 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 was not being made. These
are the reasons why or meant in 2nd G,
Then 3rd G when they are being remain
unchanged then, no more new strategy to be
Tim implemented. Then the civilization cannot
e sustain because the movement is getting
static and the basic KM practice perhaps not
being used anymore or only one basic KM
the
practice is being exist to be implemented in
the society to develop thus it will encourage to
the discontinuous improvement and lead to
decrement of the performance.
Thus, this study has inducing the element of
KM to study the impact in the PSSCM, how a
development and decrement of civilization can
be one of the examples to maintain the
organization. Where, in 1st G the members of
the PSSCM should acquire to manage and
develop the organization and if the strategy is
planned then try to share between members
and utilize it for the sake of the organization.
Then, in 2nd showing always being static or
remain unchanged in developing the
organization where love being in comfort zone
just share and utilize the strategy. Thus, in
theory the ignorance of one of basic KM will
lead to ZKM mean zero Knowledge
Management, then no more being competitive
to develop.
Lastly in 3rd G where one or more basic KM
practice being ignored or total ZKM, then the
organization becomes weak with no any
development and the dangerous stage will
come where the organization may be
unpractical or just being same with other
ordinary organization which is not develop or
dropped.
Where is the organization need to be located?
6
Methodology all members in PSSCM, and 84 usable
For the purpose of this study, the research questionnaires were finally collected. Thus the
designed as a cross-sectional survey because response rate of this study is 84%.
data gathered just once and 100 of
questionnaires were distributed and only 84 Table 1: Respondent’s Details
were the usable questionnaires. Over a period f (N=84)
in March 2008. The research required Demographic Characteristic No. %
information from the members of PSSCM. Gender
8
This study addressed the practice of Male 72 6
knowledge management in PSSCM, therefore 1
the unit of analysis is members of PSSCM. Female 12 4
The sample size for the purpose of this study Age
is eighty four (84) respondents from the 6
20-25 years 55 6
members of PSSCM in the area of Klang
1
Valley and some of the respondents were the 26-30 years 13 6
members of PSSCM in Malacca and Negeri 1
Sembilan. Researcher decided on these areas 31-35 years 8 0
because it is easy to get respondents there. 1
These areas also ensure that researcher Others* 8 0
sample will include all members consist of Status
students in higher learning institution and Basic Lower 1 1
public. Basic Upper 1 1
1
The type of sampling that used is convenience Intermediate 9 1
4
technique, which means that the sampling
Advance 39 6
procedure involves the selection of units that 4
accessible. It is not dictating by chance. As for Instructor 34 1
this study, the respondents selected those Lesson Class
who were members of PSSCM, which those 3
who were experienced and experiencing in UiTM 27 2
involvement of the committee organization IIUM 5 6
and ad hoc of PSSCM and those who being 1
the instructors of PSSCM. Shah Alam Polytechnic 13 6
Class of S. 20 1 1
To measure the Relationship between Basic 4
KM Practice and Administrative Management Others* 38 5
in PSSCM, and to examine the influence Designation
1
factor from Basic KM Practice and Public
President 9 1
Relation in PSSCM the measurement was
Vice President 6 7
interval scale. A set of statement developed to
Treasurer 2 2
assess the level of relationship which the
Secretary 2 2
respondent can response agree or disagree
Information Officer 4 5
with, by using the five-point of likert scale 2
Committee Member 23 8
The data collected through distribution of 4
questionnaires. This is because questionnaire Non 38 5
type of collection is easy to gather the data Year of Involvement
because it stated on what data we wanted to 1
know and I know exactly what is required and 1 year 9 1
how to measure the variables of interest. 1
2 years 15 8
1
Characteristic of Respondent’s Details 3 years 14 7
The subjects surveyed in this study made up 1
of members of Persatuan Seni Silat Cekak 4 years 10 2
Malaysia (PSSCM) in the area of Klang 1
Valley, Malacca and Negeri Sembilan. They 5 years 10 2
were members who have experienced Others* 26 3
involving in the activities of the organization 0
without concerning their status in the Items details are in Table 2: Extension of
Respondent’s Details
organization, using members which have
experiences in conducting activities and
managerial works in PSSCM, they were In this details all about the respondents which
helped facilitate in the validity of this study. were answering other in questionnaires.
Furthermore, the issue of knowledge
management is not exploited in PSSCM. A
total of 100 questionnaires were distributed to

7
 f
Demographic Character No
Age
17 year-old 1
19 year-old 3
39 year-old 2
45 year-old 1
Lesson Class
Advance Technology College, Malacca 1 comprises 17 questions and total compute of
Class of Kuang 1 dependent variable comprise 9 questions.
Ibu Pejabat 2 However the independent variables were
Kolej Yayasan Melaka 5 measured one by one to see which one have
Malacca Branch 11 the significant correlation between
Negeri Sembilan Branch 4 independent and dependent variable.
Port Dickson Polytechnic 1
UiTM Campus of Jalan Othman 2
UiTM Pahang 4 Independent Variables
Universiti Teknikal Melaka Malaysia 7 Dependent Acquisi Sharin Utilizat
Years of Involvement Variables tion g ion
1 and half-year 2 (r 0.533(* 0.239( 0.406(
10 years 5 ) *) *) **)
13 years 1 Administrat
6 months 1 ive
6 years 3 Manageme Si
7 years 3 nt g 0.000 0.014 0.000
8 months 2
8 years 4 N 84 84 84
9 years 1 ** Correlation is significant at the 0.01 level (1-
Table 2: Extension of Respondent’s Details tailed).
* Correlation is significant at the 0.05 level (1-
tailed).
Research Framework, Hypotheses
(r) using Pearson Correlation
Development and Result
This is the stage of understanding the
The correlation output conforms the results
research framework and hypothesis
that a significant positive relationship exist
development. Thus, the objective is to see the
between administrative management and
relationship between basic KM practice and
acquisition (r = 0.533, p < 0.01). To make a
administrative management in PSSCM. More
better understanding about the figure, if the
specifically it will show between 3 types of
value of r is closer to 1 (0 ≤ r ≤ 1), therefore,
basic KM practice which is acquisition, sharing
the relationship or its correlation is higher.
and utilization of knowledge, where 3 basic
Then, it is proven that component of
components has the relationship with
acquisition is associated with administrative
administrative management or only one or two
management in PSSCM.
components has the significant relationship.
Than, for second independent variable, the
In the other stage of understanding the
correlation output confirms that is a
research framework and hypothesis
relationship exist between administrative
development, the objective is to see the
management and sharing (r = 0.239, p <
influenced factor from basic KM practice and
0.05), yet the relationship is weak. Anyhow,
public relation in PSSCM. More specifically it
the component of sharing is still associated
will show between 3 types of basic KM
with administrative management in PSSCM
practice which is acquisition, sharing and
event it is weak.
utilization of knowledge, where 3 basic
components, which one of them has the
Than, for third independent variable, the
highest influence factor with public relation.
correlation output confirms that a relationship
exist between administrative management
To examine the relationship between basic
and utilization (r = 0.406, p < 0.01). Therefore,
KM practice and Administrative Management
the component of utilization is associated with
in PSSCM.
administrative management in PSSCM.
Figure 3: Hypothesis 1
From three correlation results output, it shows
that independent variable which is component
of KM practice have the significant
relationship between administrative
Acquisition
management. Therefore, the result in
Component of hypothesis analysis is accepting the
Knowledge
Sharing H1 Administrative alternative hypothesis. There is relationship
Management between Basic KM Practice and
Administrative Management in PSSCM.
Utilization
For this model the appropriate measurement H1A = μ (There is relationship between Basic
used is correlation since the independent KM Practice and Administrative Management
variables is component of KM practice to see in PSSCM)
relationship between dependent variable
which is administrative management. To examine the influenced factor from basic
KM practice and Public Relation in PSSCM.
To attempt this objective the researcher used
total compute of independent variables

8

Acquisition
H2
Component of Public
Knowledge
Sharing
Relatio
n the factors that most influenced the members
Utilization
Figure 4: Hypothesis 2
For this model 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).
To attempt this objective, researcher used
total computation of independent variables
comprise 17 questions and total computation
of dependent variable comprise 9 questions.
However the independent variables were
measured one by one to see which one of
three independent variables have the
significant regression between independent
and dependent variable.
Independent Variables
Dependent Acquisi Shari Utilizat
Variable tion ng ion
R2 0.413 0.413
Public
Relation F 18.52 18.52
t-
valu
e 2.069 0.918
Sig. 0.011 0.362
ANOVA of Dependent Variable df (3, 79)
r = 0.643 R2 = Regression
P < 0.05
The output conform the results that a
significant positive influence exists between
public relation, utilization and acquisition to
41% of variances, f (3, 79) = 18.52, p < 0.05.
Therefore, the component of acquisition and
utilization are associated with public relation in
PSSCM.
However output confirm the result that an
influence exist between public relation and
sharing with 41% of variances, f (3, 79) =
18.52, p > 0.05. Yet, the result is show that
sharing has weak influence with public
relation.
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 variable had influenced
to public relation in PSSCM. Then, the most
influenced factor was utilization, because from
the examination of t-values indicates that
utilization most contributes to public relation.
From three regression results output, it shows
that independent variable which is component
of KM practice is having the significant
positive influence between public relations, yet
of PSSCM to used in public relation is
utilization components.
Nonetheless, acquisition component also
indicates the influence factor but not as strong
as utilization. On the other hand, sharing
indicates the factor of influence is weak, yet it
may influence but not to be used as frequent
as utilization and acquisition. Thus, to answer
the hypothesis is there were influenced factor
of Basic KM Practice and Public Relation in
PSSCM, and alternative hypothesis is
accepted.
H2A= μ (There is influenced factor of Basic KM
Practice and Public Relation in PSSCM)
Discussion
In studying the relationship between basic KM
practice and administrative management, it is
proven that those items are correlated with
administrative management even there was
weak relationship especially in term of sharing
the idea about administration. However,
members are always acquiring to know about
how to manage the organization and tend to
utilize the knowledge if they were obtained the
information from the superior. But the problem
is members tend to not giving the information
0.413
because the component of sharing is less and
18.52 insufficient in PSSCM. It could be the medium
of transferring the information would be the
factor contributes to the lack of sharing.
4.486 Perhaps this study could be extended for
more details and exploiting knowledge
0.000
management in PSSCM.
When studying knowledge management,
three basic components always being used
which are acquisition, share and utilization.
This study is wanted to see from three basic
KM practice, which one of them most
influential in public relation aspect. Then,
result shown that, most of PSSCM members
utilizing the concept public relation and utilize
it for the sake of organization, actually
members of PSSCM not only utilize but then
they did acquire the idea, information and
process of public relation to strengthen the
organization. However, the members always
tend to not share about the knowledge,
information, skills and managing public
relation, because result of the study shown,
value of regress between public relation and
share is weak.
Thus, the empirical findings of this study offer
additional support for next research where as
the benchmark for the next solution and
9
problem solving matters for the improvement
and for the sake of the organization.
In the idea of the researcher as one of the
members of PSSCM always being indicated
that the complete set of management always
injected in the organization. However after
conducting the research, the findings show
the assumptions of the researcher are wrong.
When it come to studying the impact of public
relation with 3 basic component of KM it
indicated that there is relationship between
basic KM practice and public relation,
however not all of the component of KM have
significant relationship. Even the
measurement used is multiple regression, to
analyze which one of the components has
significant relationship, it was manifested that
only utilization component has the significant
regression with public relation, and the other
two component acquisition has a positive and
significant regression but at lower regression
between utilization. But, for the next
component of sharing there is still relationship
however, it is a weak regression when
referring to t-value of regression. It manifested
that there weak influencing for the members of
PSSCM in sharing the idea of handling public
relation matters.
Thus, this study as the eye opener to the
members of PSSCM about making further or
future academic study to be applied in
PSSCM to upholding the value or appreciation
to the Malay organization in general and to
Persatuan Seni Silat Cekak Malaysia in
particular
Recommendation
This empirical studies in studying the practice
of KM in PSSCM some of the loop hole could
be discovered and require for the room for
improvement if necessary. This
recommendation actually extracted from the
respondents response as there were open-
ended questions of the questionnaire.
Improvement Information Delivery in PSSCM
First recommendation is about improving the
information delivery in PSSCM. This is
because some of the responses were stated
that there was lack of information delivery in
PSSCM. Thus, the response was proposed by
the respondents, try to implement the
component of KM by having the right medium
of information delivery to share since sharing
of information is weak in PSSCM. The
response says to be having face-to-face
information delivery between members in
PSSCM in order to make the information
could be reached at right time and place. They
did response to cope with this matters, the
active participation between members may
create good positive relationship among the
organization members. If this culture exists in
the organization, it could create a harmonious
environment of organization. The other
recommendation is, using the appropriate
medium of information dissemination. When
using medium it could be from ordinary media
which is from memos, letters, notices,
circulations, word-of-mouths and other
medium that could be used. The new solution
of using media is new media, where using of
technology of mobile phone and internet. This
could be appropriate medium because of if the
information may be delivered in advance and
fast. They may use the element of knowledge,
in information dissemination, such as short
massaging system (sms), write in blog of
members PSSCM about the new information
and using global social network, such as
www.friendster.com, www.myspace.com and
many more to disseminate information and
sharing of idea. These community systems
require free registration to join and participate.
In this community interactive web site and
encourage the members to make the
networking between members then the
information may disseminate easily.
Administrative Management Comprehension
The other recommendation is to make the
administrative comprehension. This is also the
response of the respondents on how PSSCM
may observe how to make the understanding
of the administration management in PSSCM.
The best recommendation for this issue is
conduct the workshop or seminar about the
administration management skills, public
relation skills and other soft skills which may
be needed by the members of PSSCM
especially those who have position to
administrate the organization either in higher
learning institutions or those who administrate
the organization at the branch levels. The
other response to make an improvement
about administrative management aspect is
sharing the idea of administration with the
experience and resource persons in PSSCM
about the administration, such as by inviting
the Secretary of Persatuan Seni Silat Cekak
Malaysia to deliver massages, speeches or
lectures. Other than that, the respondents also
encourage to reduce the gap between
members of PSSCM and administrators of
PSSCM in order to encourage the spirit of
togetherness and brotherhood. This could
create integrity and harmonious organizational
culture in PSSCM.
Room for Improvements
When the respondents’ response about the
members of PSSCM functions in creation of a
good organizational culture in PSSCM, most
of them response about the encouragement of
participation of the members in supporting
PSSCM as a whole, either activities of
administration, “perguruan” and “persilatan”.
This is because that is how members may
10
contribute to the improvement of the
organization. The members also will be
encouraged to give and express the brilliant
ideas in PSSCM to strengthen the
organization to be effective and innovative to
avoid any discontinuous of improvement.
However there are requirement of financial
basis to this organization, because PSSCM is
one of non profit organization, thus, the
members have to manage on how to generate
financial fluctuation in organization. The roles
of members will be seen where how financial
matters need to be solved, by encouraging the
business for PSSCM profit in managing the
financial matters.
Limitation of the Study
This study suffers from some limitation
relating to data collection and result
interpretation.
Possibility of Bias by using a Single
Questionnaire
The first limitation is the possibility of a
common method bias by using a single
questionnaire to measure all construct, which
may raise the strength of the relationship
among these construct. This is because all of
the questions relating to the independent
variables components of KM and dependent
variables impact in PSSCM are constructed in
a single questionnaire and easy to create and
identify what is the relationship between
dependent and independent variables.
This study not represent for entire members
of PSSCM
The second limitation is the study was
conducted only for several sample frame
which not presenting the whole members’
voices or opinions. PSSCM is an organization
which disseminated around the country except
Sabah and Sarawak that means the number
of members approximately 20 000 of
members. Yet, the questionnaire only
distributed in several place in Klang Valley
and some part of in Negeri Sembilan and
Malacca and the answered usable
questionnaires only 84 copies. Thus, this
result of study is not presenting the whole
members of PSSCM response and it has less
impact to the organization of PSSCM.
Different Perceptions by Respondents
The third limitation is the analysis was
analyzing from two different perceptions,
means, the members of PSSCM are those
who are students who still studying at the
higher learning institutions and the other type
of members are the public which engage with
PSSCM at the branch of states, at the several
lesson classes or the instructors who is
trained in the higher learning institutions.
Thus, the result of responses would be
different from these two kinds of members.
However, if this studies solidly focusing to the
members who are separated between
students and public the response or result of
the study would be difference.
Problems of Central Tendencies
The fourth limitation is the respondents of
central tendencies. Means the respondents
may response to the questionnaire for the
central answer in likert scale, because the
answers for likert scale is ranked from 1 to 5
means the respondents may put the answer at
central point which is 3 and it could be
considered neutral or did not know where to
put the rank for degree of agreeableness.
Conclusion
From this empirical study it can be concluded
that three of research objectives has obtained
the results which can be proven with the
statistical data. Therefore, the study was
proved that:
a. There is relationship between
basic knowledge management
practice and administrative
management in PSSCM.
b. There is highest influence of two
basic of knowledge
management practice and public
relation, which is acquisitions
and utilizations only.
Even the objectives of the study were
achieved. It is still require extension for this
study to exploit the exact knowledge
management practice in PSSCM, the best
solution in avoiding discontinuous
improvement and best medium or media of
sharing information, ideas and knowledge
relating in PSSCM.
References
Books
Fred R. David. (2007), Strategic
Management, Concepts and Cases, Eleventh
Edition. Pearson International Edition. New
Jersey.
Haron Din. Dato’, Dr. (2002), Manusia dan
Islam, Jilid Satu. Dewan Bahasa dan Pustaka.
Kuala Lumpur.
Mann S. P. (2007), Introductory Statistic, Sixth
Edition, Wiley Asia Students Edition, John
Wiley & Sons Inc. New Delhi.
Meliha H. and Albert Z.Z. (2005), Knowledge
Management an Integrative Approach,
Chandos Publishing, Great Britain.
Perlembagaan Persatuan Seni Silat Cekak
Malaysia. Jun (1997).
11
Sekaran U. (2006), Research Methods for Massachusetts Institute of Technology. United
Business, a Skill Building Approach, Forth State of America.
Edition. John Wiley & Sons Inc. New Delhi.

Tiwana A. (2002), The Knowledge Proceeding

Management Toolkit, Orchestrating IT, Dr. Abdul Majid B Ismail, (1999) Konsep
Strategy, and Knowledge Platforms. Prentice Berpersatuan Dalam Konteks Persatuan Seni
Hall PTR. New Jersey. Silat Cekak Malaysia. Proceeding of the
Khemah Kerja Cekak Malaysia, 6th-8th
Tiwana A. (2002), The Knowledge November, Langkawi.
Management Toolkit, Practical Techniques for
a Building a Knowledge Management System. Zahra Boussalah, (2005) Malik Bennabi: An
Prentice Hall PTR. New Jersey. Analytical Study of His Theory of Civilization.
AMS 34th Annual Conference of Muslim and
Islam in the Chaotic Modern World: Relation
Journals of Muslim among Themselves and with
Chieh-Peng Lin, (2007), To Share or Not to Others. 30th September – 2nd October, Temple
Share: Modeling Tacit Knowledge Sharing, Its University, Philadelphia.
Mediators and Antecedents, Journal of
Business Ethics. Vol 70, pp. 411-428.

Clyde E. H. and Brian H. L., (2006), Websites

Innovation in Non-Profit and For-profit
Organizations: Visionary, Strategic and
Financial Considerations. Journal of Change
Management. Vol 6, No. 1, pp. 53-65.
Hsiu-Fen L., (2007), Knowledge Sharing and
Firm Innovation Capacity: An Empirical Study.
International Journal of Manpower. Vol 28,
No. ¾, pp. 315-332.
Jamaludin, A. and Mohd Yunus, A., (2005),
The Understanding and Relevance of
Knowledge Management in Educational
Environment. Jurnal Pengurusan
Pengetahuan. Jld/Vol. 1, pp 1-11.
Lettieri E., Borga F., and Savoldelli A., (2004),
Knowledge Management in Non-Profit
Organization. Journal of Knowledge
Management. Vol. 8 No. 6, pp. 16-30.
Roelof P. uit Beijerse, (1999), Question in
Knowledge Management: Defining and
Conceptualising a Phenomenon. Journal of
Knowledge Management. Vol. 3 No. 2, pp. 94-
109.
SilatCekak.Org (2007) Sejarah Penubuhan
{http://silatcekak.org/sejarah.html} [accessed
on 2nd October 2007]
SilatCekak.Org (2007) Misi, Visi dan Matlamat
{http://silatcekak.org/matlamat.html}
[accessed on 2nd October 2007]
SilatCekak.Org (2007) Pengenalan
{http://silatcekak.org/pengenalan.html}
[accessed on 2nd October 2007]
Wikipedia Foundation Inc. (2007) Knowledge
Management.
{http://en.wikipedia.org/wiki/knowledge_mana
gement} [accessed on 21st September 2007]
Wikipedia Foundation Inc. (2007) Non-Profit
Organization. {http://en.wikipedia.org/wiki/non-
profit_org} [accessed on 21st September 2007]
Wikipedia Foundation Inc. (2007) Seni Silat
Cekak Malaysia.
{http://en.wikipedia.org/wiki/silat_cekak}
[accessed on 21st September 2007]

Syed – Ikhsan and Rowland F., (2004),

Knowledge Management in a Public
Organization: A Study on the Relationship
between Organizational Elements and the
Performance of Knowledge Transfer. Journal
of Knowledge Management. Vol. 8 No. 2, pp.
95-111.

Organizational Authors
Hazman Abdullah, Prof. Dr. (2007) Research
Method Handbook for B.A.S. Faculty of
Administrative Science & Policy Studies,
Universiti Teknologi MARA. Shah Alam.

Peter M. Senge, (1995) The Fifth Discipline,

The Art of Practice of The Learning
Organization. Sloan School of Management,

12