PENGARUH MANAJEMEN PENGETAHUAN TERHADAP MODAL

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CAPACITY
BUILDING
LOGO
IN HIGHER EDUCATION INSTITUTION
DR. DIAN INDIYATI., SH., SE., MSI
2015
Background
 Future WORLD: Asia and Africa (Abe, 2015)
 KAA 2015: Strengthening “KSS”
 Japan: India (farmers), Sri Lanka (cattle), Africa
(TICAD) ...... PARTNERS
 Majority: Neoliberalism…Government responsible
for serving the people to be prosperous or wealthy
 The role of the World Bank, IMF, the United
Nations (in education : IMHERE, PHK, etc)
 Competition based Reforms
Background
From the data the economy of
ASEAN
countries
in
2010
as
measured by the income per capita
of each country.
These data indicate GAP is so great
between the highest country with the
Lowest country
Background
(Jatmiko dan Azizon, 2013)
ASIA
COUNTRY
INCOME PER
CAPITA
HDI
Jepang
$ 37.525
0,912
Singapura
$ 61.576
0,895
Brunei
$ 55.111
0.855
Korsel
$33.580
0.937
Israel
$ 33.282
0.935
Taiwan
$ 40.392
-
Malaysia
$ 10.578
0.769
Indonesia
$ 3.910
0.734
India
$ 1.592
0.612
Timor leste
$ 3.949
0.489
Filiphina
$ 2.462
0,751
Afghanistan
$ 585
0.351
Thailand
$ 5.850
0.783
AFRICA
COUNTRY
INCOME PER
KAPITA
HDI
Libya
$ 12.058
0.847
Seychelles
$ 11.170
0.845
Mauritins
$ 1.290
0.804
Tunisia
$ 4.351
0.769
Gabon
$ 10.653
0.755
Algeria
$ 5.304
0.754
Guenia
$ 492
0.719
Cape Verde
$ 3.682
0.708
Egypt
$ 6.652
0.703
Bostwania
$ 9.480
0.694
Background
ASEAN Economic Community (AEC) 2015
Improving public welfare and economic stability in
ASEAN
“OPPORTUNITIES & THREATS”
“COMPETITION”
Background
 The biggest challenge is human resources
 OCCURS very tight competition
“skilled labor ”-“HR based Competency”
 Improve the ability of the hard skills, soft
skills
 the expertise and ideas that are global
 Understanding the value of local wisdom
 Skills, training and job competence
CAPACITY BUILDING
 The process that can improve the ability of a person, an
organization, a system to achieve the desired objectives.
 The process to include or a set in motion, multi level
change in individual, groups, organizations and system
seeking to strengthen the self adaptive capabilities of
people and organizations so they can respond to
changing environment on an on going basis, is the
multilevel learning process, with links ideas to action.
 Intended to emcompass a variety of strategies that have
to do with increasing the efficiency, effectiveness and
responsiveness of government performance
(UNDP, 2006; Grindle, 1997; Brown, 2001; Morisson,
2001; Rohdewohld, 2005, Keban, 1999, Suprapto,
2006)
CAPACITY BUILDING
- Ability -Process
-Strategy -Learning
CAPACIT
Y
- Individu - Groups
- System
- Organization-Public
- Improvement
- Sustainable
Good Governance
LEVEL of CB :
Level of Capacity Building (GTZ in Milen, 2006)
A FIVE DIMENSIONAL FRAMEWORK of
INSTITUSIONAL CAPACITY
 A Five-Dimensional Framework of Institutional Capacity. Sumber:
Hilderbrand, M.E. and Grindle, M.S. 1997., Amir Imbaruddin, 2008: 23
CB : INDIVIDU, GROUPS-ORGANIZATIONAL
SYSTEM
INDIVIDU
COMPETENCY :
- KNOWLEDGE &
SKILLS
- ABILITY,
PERSONALITY,
INTEREST
WORK ETHICS
ORGANIZATIONAL :
- DECISION MAKING
- PROCEDURES
- STRUCTURES
- CULTURE
SYSTEM :
- LEGAL
- SUPPORTING
POLICIES
REQUIREMENTS
KNOWLEDGE MANAGEMENT
 LEARNING : Any relatively permanent
change of behavior that occurs as a
result of experience
KNOWLEDGE MANAGEMENT is a
knowledge-based
management
process with the goal to create
instruments and environments
supporting the creation process,
sharing, storing, applying, and
protecting knowledge in an
organization.
(Gregory, 2010; Carlucci, 2004)
PROCEESS of KM
KM
PROCEES
S
Hsu (2006) ; Nguyen,
et al (2009) :
Knowledge
Knowledge
Knowledge
Knowledge
Company Logo
Dalkir (2005) :
Knowledge Creation,
Knowledge Sharing,
Knowledge Application
Acquisition,
Conversion,
Application,
Protection
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KM PROCEESS
Knowledge
Creation
Knowledge
Sharing
KM
Knowledge
Application
Knowledge
Protection
Company Logo
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KM in Higher Education Institution
KM
INTELLECTUAL CAPITAL
Intellectual capital is an intangible
company asset that can provide
value added to customers, which is
a combination of human factors,
processes/structures, and
customers, and also can create a
competitive advantage.
Bontis (2002); Barney (2002);
Stewart (1997); Pike et al (2002);
www.ask.com.Q&A.Business
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Intellectual
Capital
Sanchez, 2007
Zuhal, 2010
Human
Capital
“Technological
” Skills and
Competencies
Relational
Capital
“Sociological
” Skills and
Capital
Organizational
Capital
Intellectual
Property
Infrastructure
Capital
The Components of IC
Table The Components of Intellectual Capital
Human capital
Customer
capital
Structural capital
Knowledge
Skills (e.g. problem solving)
Competences
Expertise
Motivation
Innovation
Entrepreneurial spirit
Leadership qualities
Adaptability
Intellectual agility
Values
Employee satisfaction
Employee turnover
Vocational qualifications
Education
Training
Customer relationships
Customer retention
Customer satisfaction
Favorable contracts
Reputation
Brand image
Sales channels
Distribution channels
Supplier relationships
Business collaborations
Franchising agreements
Market intelligence
Information
R&D
Patents
Copyrights
Trademarks
Licenses
Processes
BPR
Manual of SOPs
Best practices
Databases
IT systems
Networking systems
MIS
Management philosophy
Corporate culture
YANIK, ICKE and AYTURK
Istanbul University
IC
Human capital
-
implicit knowledge
skills
Attitude
Commitment
Structural capital
- Explicit knowledge
- ICT
Relational capital
- networking
- reputation
- customer
Process
Internal
HR
ORGANIZATIONAL CULTURE
 Culture is the whole of the attitudes and behavior
patterns and knowledge that is a custom inherited
and owned by a member of a particular community.
 Is a common perception that is
believed and conducted by all
members
of
the
university
organization, that is essential in
nature and consists of common core
values, beliefs, serving as a manual
of conduct for all members of the
organization
and
as
the
characteristics or the identity of
organization
 Robbins
(2011);
Kreitner
and
Angelo
Kinicki
(2008);
Baron
(2005).
CULTURE
 Power Distance
 Individualism
versus
collectivism
 Quantity of life
versus quality of
life
 Uncertainty
avoidance
 Long-term
versus shortterm orientation
ADAPTIVE
STRONG
Text
 Innovation and
risk taking
 Attention to
detail
 Outcome
orientation
 People
orientation
 Team
orientation
 Aggressiveness
 Stability
Hofstede, 1980a, Hofstede et al, 1990;
Robbins, 2003
ACTIVITY CB : 5 PHASES
Analysis
CONCLUSION
Education
HR Quality
Income per capita
Economy
Knowledge
based Economy
Competition