Knowledge Management Strategy in Indonesia Startup Company: Case Study in PT XYZ

Abstract

Innovation is one of the important things for organizations in increasing competitiveness and maintaining the company’s existence in the current technological era. In order to continue to innovate, PT XYZ realized the importance of the role of employees, who are important assets of the company, and knowledge as the foundation for the creation of new innovations. However, it turned out there was a knowledge gap in PT XYZ. This was due to incomplete project documentation, knowledge related to features that was not evenly distributed and was only owned by a few people, tacit knowledge that had not become explicit knowledge, and the occurrence of key employee turnover in the company. To overcome and prevent knowledge gap in the future, research using qualitative methods was conducted by using semi-structured and open interviews with three subject matter experts in PT XYZ. Then, gap analysis using the Zack Framework and SWOT analysis was carried out to obtain a knowledge management (KM) strategy. Based on the interview results, there were 5 strength factors and 5 weakness factors from the company’s internal, as well as 4 opportunity factors and 4 threat factors from external companies. Based on gap analysis result, there were 8 recommended KM strategies. Then, the KM strategy recommendations were prioritized based on interview result. There were 4 KM strategies classified as primary priority, which were KM1, KM2, KM5, and KM6, while 4 KM strategies were considered as secondary category, which were KM3, KM4, KM7, and KM8.