The Impact of Knowledge Sharing on Knowledge Management Implementation in Improving Employee Performance

(A Case Study at the Maintenance 3 Department of PT Petrokimia Gresik)

DOI

10.2991/978-94-6463-244-6_24How to use a DOI?

Keywords

Knowledge sharing; Knowledge Management; Employee Performance

Abstract

PT Petrokimia Gresik is a complete fertilizer factory in Indonesia, which is also one of the subsidiaries of PT Pupuk Indonesia (Persero). To meet fertilizer needs in order to maintain national food security, in its development Petrokimia Gresik has developed new products by increasing production capacity through the expansion of new plants, innovating with superior products in the form of compound fertilizers, phosphate-based fertilizers, non-fertilizer products, and innovating with organic products, biological, rice seeds, probiotics, and other agricultural products. For Petrokima Gresik, especially in the Maintenance Department, organizational knowledge is an essential requirement to maintain the sustainability of the plant’s production. This research is limited to the maintenance department because it is directly related to the performance of the plant’s production. The Maintenance Department has its uniqueness. One of them is that the maintenance staffs need to be on standby if there are any failures at the plants and have to solve problems as soon as possible. Technical maintenance of plant equipment and a different working environment culture causes employees working in the Maintenance Department to have competencies and knowledge about equipment troubleshooting and decision-making compared to other departments. This research is limited to the Maintenance 3 Department at PT Petrokimia Gresik, as well as to find out how effective knowledge sharing is on employee performance. This research aims to assist management in formulating policies to maintain and even increase productivity, even though there has been a reduction in experienced employees due to retirement through a planned and measurable knowledge management system. The conclusion suggests that tacit knowledge has a favorable and significant effect on worker performance, just as explicit knowledge and tacit knowledge each have a favorable and significant effect on knowledge sharing.

Copyright

© 2024 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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TY  - CONF
AU  - Arianto Dwi Leksono
PY  - 2023
DA  - 2023/09/30
TI  - The Impact of Knowledge Sharing on Knowledge Management Implementation in Improving Employee Performance
BT  - Proceedings of the 20th International Symposium on Management (INSYMA 2023)
PB  - Atlantis Press
SP  - 144
EP  - 149
SN  - 2352-5428
UR  - https://doi.org/10.2991/978-94-6463-244-6_24
DO  - 10.2991/978-94-6463-244-6_24
ID  - Leksono2023
ER  -