Integrating the SECI Model into Knowledge Management Practices in Elementary Schools
DOI:
https://doi.org/10.59175/pijed.v4i2.405Keywords:
Knowledge Management, Organizational Performance, SECI ModelAbstract
Knowledge Management (KM) is an essential strategy for improving organizational performance in a highly competitive and ever-changing landscape. This research investigates the application of the SECI Model, which stands for Socialization, Externalization, Combination, and Internalization, is a framework for understanding knowledge creation and management. within KM and its impact on individual performance at the Integrated Islamic Elementary School Darul Fallah in Bogor Regency. The study includes surveys to assess the effectiveness of KM strategies, utilizing an instrument with reliability scores ranging from 0.61 to 0.71. The findings reveal that the Internalization dimension significantly impacts individual performance (r = 0.72, p < 0.05) and accounts for 52% of performance variability (R² = 0.52), followed by Socialization (mean score = 4.10). Despite challenges such as limited time, staff resistance to knowledge sharing, and inconsistencies in documentation, KM implementation has led to improved learning innovation, administrative efficiency, and teacher collaboration. This study highlights the need for targeted training, a strengthened collaboration culture, and a user-friendly documentation system to optimize KM practices. The study adds to the current body of literature by providing empirical evidence on the importance of the SECI Model dimensions within the realm of primary education. Practical recommendations are offered to policymakers and administrators to foster a knowledge-sharing culture and enhance organizational performance. Future research should explore the application of the SECI Model across various educational contexts and levels to evaluate its broader effectiveness.
References
Alavi, M., & Leidner, D. E. (2001). Review : Knowledge Systems : Management Knowledge and Foundations Conceptual. MIS Quarterly, 25(1), 107–136. Retrieved from https://www.jstor.org/stable/3250961?origin=crossref
Becerra-Fernandez, I;Sabherwal, R. (2015). Knowledge Management: Systems and Processes. New York, USA: Routledge.
Bereiter, C. (2022). Education and Mind in the Knowledge Age. In Sustainability (Switzerland) (Vol. 11). Lawrence Erlbaum Associates, Inc.
Brown, J. S., & Duguid, P. (1991). Organizational Learning and Communities-of-Practice : Toward a Unified View of Working, Learning, and Innovation Author ( s ): John Seely Brown and Paul Duguid Source : Organization Science , Vol . 2 , No . 1 , Special Issue : Organizational Learning : Organization Science, 2(1), 40–57. Retrieved from http://www.jstor.org.ezproxy.royalroads.ca/stable/pdf/2634938.pdf?_=1461683808184
Budur, T., Abdullah, H., Rashid, C. A., & Demirer, H. (2024). The Connection Between Knowledge Management Processes and Sustainability at Higher Education Institutions. Journal of the Knowledge Economy, 1–22. https://doi.org/10.1007/s13132-023-01664-4
Choi, B., Poon, S. K., & Davis, J. G. (2008). Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach. Omega, 36(2), 235–251. https://doi.org/10.1016/j.omega.2006.06.007
Damodaran, L., & Olphert, W. (2000). Barriers and facilitators to the use of knowledge management systems. Behaviour and Information Technology, 19(6), 405–413. https://doi.org/10.1080/014492900750052660
Davenport, B. T. H., & Prusak, L. (1998). How Organizations Manage What They Know. Working Knowledge, 1–25.
Foss, N. J., & Pedersen, T. (2002). Transferring knowledge in MNCs: The role of sources of subsidiary knowledge and organizational context. Journal of International Management, 8(1), 49–67. https://doi.org/10.1016/S1075-4253(01)00054-0
Gold, A. H., Malhotra, A., & Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, 18(1), 185–214. https://doi.org/10.1080/07421222.2001.11045669
Hinds, P. J., Patterson, M., & Pfeffer, J. (2001). Bothered by abstraction: The effect of expertise on knowledge transfer and subsequent novice performance. Journal of Applied Psychology, 86(6), 1232–1243. https://doi.org/10.1037/0021-9010.86.6.1232
Hislop, D. (2005). Knowledge management in virtual organizations. In 2005 International Conference on Services Systems and Services Management, Proceedings of ICSSSM’05 (Vol. 2). https://doi.org/10.1109/ICSSSM.2005.1500121
Jasimuddin, S. M., Klein, J. H., & Connell, C. (2005). The paradox of using tacit and explicit knowledge. Strategies to face dilemmas. Management Decision, 43(1), 102–112. https://doi.org/10.1108/00251740510572515
Jennex, M. E. (2005). Case studies in knowledge management. In Case Studies in Knowledge Management. https://doi.org/10.4018/978-1-59140-351-7
Lee, H., & Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179–228. https://doi.org/10.1080/07421222.2003.11045756
Liebowitz, J. (2001). Knowledge management and its link to artificial intelligence. Expert Systems with Applications, 20(1), 1–6. Retrieved from http://www.sciencedirect.com.library.capella.edu/science/article/pii/S0957417400000440
Maier, R., & Remus, U. (2003). Implementing process-oriented knowledge management strategies. Journal of Knowledge Management, 7(4), 62–74. https://doi.org/10.1108/13673270310492958
Masa’deh, T. (2012). Intermediary Effects of knowledge Management Strategy and Learning Orientation on Strategic Alignment and Firm Performance. Research Journal of International Studies Issue Research Journal of International Studies - Issue, 24(24), 1453–212.
Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. How Japanese Companies Create the Dynamics of Innovation Oxford University Press, New York. In Book Summary.
Nonaka, I., Toyama, R., & Konno, N. (2002). SECI, Ba, and Leadership. Managing Industrial Knowledge - Creation, Transfer and Utilization, 33, 13–43. Retrieved from www.elsevier.com/locate/lrp
Nonaka, I., & von Krogh, G. (2009). Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635–652. https://doi.org/10.1287/orsc.1080.0412
Politis, J. D. (2003). The connection between trust and knowledge management: What are its implications for team performance. Journal of Knowledge Management, 7(5), 55–66. https://doi.org/10.1108/13673270310505386
Rhem, A. J. (2016). Knowlledge Management in Practice. CRC Press.
Serenko, A., & Bontis, N. (2013). Investigating the current state and impact of the intellectual capital academic discipline. Journal of Intellectual Capital, 14(4), 476–500. https://doi.org/10.1108/JIC-11-2012-0099
Spender, J. C., & Grant, R. M. (1996). Knowledge and the firm: Overview. Strategic Management Journal, 17(SUPPL. WINTER), 5–9. https://doi.org/10.1002/smj.4250171103
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115–131. https://doi.org/10.1016/j.hrmr.2009.10.001
Zack, M., McKeen, J., & Singh, S. (2009). Knowledge management and organizational performance: An exploratory analysis. Journal of Knowledge Management, 13(6), 392–409. https://doi.org/10.1108/13673270910997088
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Risa Fahriyani Purnamawati, Rais Hidayat
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
