Analysis Of Knowledge Management Maturity Level Based On ISO 30401 And Quality Management System To Reduce The Number Customer Complaints
Abstract
This research is carried out by the phenomenon of the increase in the number of customer complaints in the last four years at PT XX, which operates in the field of supplier of products and services in the construction sector. From the results of further research, it was found that there were problems in implementing KM. For this reason, this research aims to measure the Knowledge Management Maturity Level based on ISO 30401 and the quality management system as a strategy for facing global competitive conditions in the future so that leaders can develop effective strategies to reduce loss of organizational knowledge and customer complaints that occur due to lack of knowledge management. This research aims to obtain tools to measure knowledge management maturity in the company that supplies products and services in the construction sector so that management can develop strategies to reduce customer complaints. In several previous studies, knowledge management maturity levels were usually measured in contractor companies to prevent construction failures, but this research was carried out on the company that supplies products and services to contractors. The research methods used include literature studies, expert validation, and questionnaires. The results of this research are ten research sub-variables with 41 indicators as the tools for assessing the knowledge management maturity level. When tested at PT XX, it showed that the knowledge maturity is at level 4, where the organization has managed knowledge well and can be said to be mature. This result is already validated by experts who work in that company.
Downloads
References
A. K. Hamoud, H. N. Hussien, A. A. Fadhil, and Z. R. Ekal, “Improving Service Quality Using Consumers’ Complaints Data Mart which Effect on Financial Customer Satisfaction,” J. Phys. Conf. Ser., vol. 1530, no. 1, pp. 1–15, 2020, doi: 10.1088/1742-6596/1530/1/012060.
M. Nasrifah, K. Produk, and L. Pelanggan, “Peningkatan Loyalitas Konsumen Yang Berbasis Kualitas Produk Kata Kunci,” JEKOBIS J. Ekon. dan Bisnis, vol. 1, no. 2, pp. 139–142, 2022.
N. Zahra Putri and T. Widodo, “Analisis Pengaruh Customer Review Dan Influencer Review Dengan Trust Sebagai Variabel Moderasi Terhadap Purchase Intention Pada E-Commerce (Studi Pada Tokopedia).”
N. Forcada, A. Fuertes, M. Gangolells, M. Casals, and M. MacArulla, “Knowledge management perceptions in construction and design companies,” Autom. Constr., vol. 29, pp. 83–91, 2013.
W. P, “Knowledge Transfer Preferences of Expert Employees Nearing Retirement,” Walden Univ., 2015.
E. Bougoulia and M. Glykas, “Knowledge management maturity assessment frameworks: A proposed holistic approach,” Knowl. Process Manag., vol. 30, no. 4, pp. 355–386, 2023, doi: 10.1002/kpm.1731.
L. G. Pee and A. Kankanhalli, “A model of organisational knowledge management maturity based on people, process, and technology,” J. Inf. Knowl. Manag., vol. 8, no. 2, pp. 79–99, 2009.
M. M. Atapattu and T. Huybers, “Motivational antecedents, employee engagement and knowledge management performance,” J. Knowl. Manag., vol. 26, no. 3, pp. 528–547, 2022, doi: 10.1108/JKM-12-2020-0898.
P. A. Arling and M. W. S. Chun, “Facilitating new knowledge creation and obtaining KM maturity,” J. Knowl. Manag., vol. 15, no. 2, pp. 231–250, 2011, doi: 10.1108/13673271111119673.
J. Balogun and M. Jenkins, “Re-conceiving change management: A knowledge-based perspective,” Eur. Manag. J., vol. 21, no. 2, pp. 247–257, 2003, doi: 10.1016/S0263-2373(03)00019-7.
W. Grenzfurtner and M. Gronalt, “Continuous improvement of the industrialised housebuilding order ful fi lment process,” vol. 21, no. 1, pp. 22–39, 2021, doi: 10.1108/CI-10-2019-0115.
“International Standard,” vol. 2018, 2018.
U. Indonesia, M. Theodora, F. Teknik, and P. Magister, “Universitas Indonesia Pengembangan Knowledge Management Dan Total Quality Management Untuk Meningkatkan Inovasi Universitas Indonesia Quality Management Untuk Meningkatkan Inovasi,” 2018.
J. A.- Pérez, J. T.- Mesías, and D. Castaño, “Knowledge Management Maturity : Development of Maturity Scales and Interaction between Key Areas *,” vol. XXII, no. 4, pp. 493–517, 2019.
A. Monavvarian and Z. Khamda, “Towards successful knowledge management : people development approach,” vol. 11, no. 1, pp. 20–42, 2010, doi: 10.1108/17515631011013096.
D. Neef, “Managing corporate risk through better knowledge management,” Learn. Organ., vol. 12, no. 2, pp. 112–124, 2005, doi: 10.1108/09696470510583502.
P. Krawczyk, “Knowledge Management and Corporate Social Responsibility Interactions in Theory and Practice,” Proc. Eur. Conf. Knowl. Manag. ECKM, vol. 1, pp. 654–661, 2022, doi: 10.34190/eckm.23.1.471.
J. Yang, “Harnessing value in knowledge management for performance in buyer-supplier collaboration,” Int. J. Prod. Res., vol. 51, no. 7, pp. 1984–1991, 2013, doi: 10.1080/00207543.2012.701774.
G. Shanks and E. Tay, “the Role of Knowledge Management in Moving To a Customer-Focused Organisation,” 9th Eur. Conf. Inf. Syst., pp. 721–729, 2001.
S. H. Liao, “Knowledge management technologies and applications - Literature review from 1995 to 2002,” Expert Syst. Appl., vol. 25, no. 2, pp. 155–164, 2003, doi: 10.1016/S0957-4174(03)00043-5.
Copyright (c) 2024 International Journal of Science, Technology & Management
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.