CONCLUSION REFFRENCE Method of Data Analysis Data analysis tool used in this study is Exploratory

The 2015 International Conference of Management Sciences ICoMS 2015, April 23, UMY, Indonesia | 195 carrying out the work, the nurse accustomed to coordinate with the direct supervisor and co-workers to discuss the progress of patients, prepare follow-up actions to be taken, and discuss all matters relating to employment. Knowledge creation is also done between parts of nurses, nurse meaning of the section frequent discussions with other parts nurse . The acquisition of knowledge in this study have an average 4.24 is above average overall assessment of knowledge management, but is below average knowledge creation. The acquisition of knowledge means that nurses are always acquiring new knowledge from various sources. Knowledge can be obtained from the direct supervisor, books, the internet, and social media at their disposal. Nurses are always trying to find new knowledge from various sources individually, as a private hospital in the city of Bengkulu not been fully invested to develop new knowledge. Knowledge creation and knowledge acquisition is not enough to cultivate knowledge management in the hospital, the dimensions of the use and sharing of knowledge is also important. If the knowledge that has been collected, then discussed but not utilized and shared with fellow nurses in the field as well as in other fields, the knowledge becomes not beneficial, only stored or used for theirself. It turns out that this condition is consistent with the findings Fong and Choi, 2009, which states, despite the important role of knowledge, but knowledge is often not managed systematically, and its contribution to the success of the company is often overlooked. The Company believes that this kind of investment in the process of knowledge is not possible to improve their business and generate sufficient revenue. In the future the private hospital must invest to cultivate knowledge management by buying books, bulletins, e-book, or other facility to increase the knowledge and for the process of knowledge acquisition to be implemented easier. The acquisition of knowledge should be continued with the creation of knowledge through discussions weekly or monthly, so that would be obtained new knowledge and it can be used to improve hospital performance and increase competitive advantage. Only company that can manage good knowledge can preserve its competitive advantage Hiebeler, 1996. Internal Marketing Based on the nurses perception of private hospitals in the city of Bengkulu, the hospital where they work have applied good internal marketing 4, 02. The highest mean score is job satisfaction 4,10, where the nurse enjoys her job at the moment and feel satisfied if they can do a good job. Satisfaction comes from themself. Nurse satisfaction not supported with the rewards they received neither intrinsic nor extrinsic rewards. The average scores to obtain adequate bonuses role in daily activities was low 3.81, the low self apraisal and career sustainability 3.86. To improve internal marketing capacity the private hospital can improve nurse satisfaction through increased reward, as well as the opportunity of training and development, so that nurses can provide better services to patients. This is in accordance with the opinion of Randall 1991, that internal marketing is human resource management tool that can be used by organizations to successfully educate, train, and motivate employees to provide better service to customers. Organizational Culture The private hospital in Bengkulu City has had an organizational culture that well organized. The highest average scores are on innovation and risk-taking, where nurses are encouraged to always be innovative using new ideas and to always be creative using the new method. This condition is supported by a culture of attention to detail where nurses are required to always be right in the works and should be able to analyze problems that occur in the organization, so that the risk taken already-considered and the results and benefits is the best result. Lowest dimension in the dimension of the organizational culture of the team followed the cultural orientation on the orientation and competitive. It shows that the culture of the hospital focus on results, not on people. The private hospital needs to pay attention to the implementation of organizational culture, because the organization culture is very important for the organization and guide the everyday behavior that directs nurses. This is in as state Elliot Jacques in Robbins 2013 organizational culture is ordinary or traditional ways of thinking and doing something a little or a lot that is shared by all members of the organization and that must be learned by new members and at least partially accepted in order to be accepted become part of the company. In other words, organizational culture is a framework that guide everyday behavior and make decisions for employees and directing their actions to achieve organizational goals. Knowledge Management, Internal Marketing and Organizational Culture SEM results indicate that the internal marketing have positive and significant influence on organizational culture, and organizational culture have positive and significant influence on knowledge management. Internal marketing influence the knowledge management through mediating organizational culture.

5. CONCLUSION

Developing knowledge management emphasize the fact that organization must establish a organizational culture and internal marketing. To enhance nurses for knowlege acquiring, knowledge creating and knowledge utilization, the hospital The 2015 International Conference of Management Sciences ICoMS 2015, April 23, UMY, Indonesia | 196 manager should strengthen organizational culture and internal marketing. Hospital manager should be able to allocate funds for investment cultivate knowledge management by buying books, bulletins, e-book, or other means that can improve knowledge management. The acquisition of knowledge should be continued with the creation of knowledge through discussions weekly or monthly. The knowledge that has been gained should be used to increase the performance of hospitals and increase competitive advantage. Hospital manager need to further improve internal marketing capacity by improving nurse satisfaction through increased reward, training and development, so that nurses can provide better services to patients The hospital needs to pay attention to the implementation of organizational culture, because the culture of the organization is very important for the organization and guide the everyday behavior that directs nurses that can enhance knowledge management.

6. REFFRENCE

Aktharsha, U Syed. A Theory of Knowledge Management. Journal of Contemporary Research in Management 6.1 Jan-Mar 2011: 103-119. 2011 Anderson, J. C., Gerbing, D. W,”Structural Equation Modeling in Practice: A Review and Recommended Two-Step Approach ”. Psychological Bulletin , 103, 411-423, 1988. Argote, Linda; McEvily, Bill; “Reagans, Ray Managing knowledge in organizations: An integrative framework and review of emerging themes ”. Management Science; Vol 49, Iss 4; ProQuest pg. 571. 2003; Asiedu, Michael; Sarfo Jacob Owusu, Adjei Daniel. “Organisational Commitment And Citizenship Behaviour: Tools To Improve Employee Performance; An Internal Marketing Approach ”. European Scientific Journal Edition vol.10, No.4 ISSN: 1857 – 7881 Print e - ISSN 1857- 7431 288-305. February 2014 Ballantyne, David. “A relationship-mediated theory of internal marketing ”. E uropean Journal of Marketing; 37, 9; ProQuest Psychology Journals. 2003; Clarke Anthony James, “Quality Management Practices and Organizational Knowledge Management: A Quantitative and Qualitative Investigation ”. Diserta si. Graduate College of Union Institute University Cincinnati, Ohio. Publish by ProQuest Information and Learning Company. 2006 Daveppont, T. H. L. Prusak, Working Knowledge . Boston: Harvard Business School Press. 1998. Darroch, Jenny, Knowledge management, innovation and firm performance. Journal of Knowledge Management; 2005; 9, 3; ProQuest pg. 101-115, 2005. Drucker, P.F., Post-capitalist S ociety, Butterworth- Heinemann, Oxford, 1993. Durmusoglu Serdar, Jacobs Mark, Nayir Dilek Zamantili, Khilji Shaista and Wang Xiaoyun Journal Of Knowledge Management Vol. 18 No. 1 2014, pp. 19-37, Q Emerald Group Publishing Limited, ISSN 1367-3270, 2014. Fong Patrick S.W. and Choi Sonia K.Y. “The Processes Of Knowledge Management In Professional Services Firms In The Construction Industry: A Critical Assessment Of Both Theory And Practice ”. Journal Of Knowledge Management Vol. 13 NO. 2, pp. 110-126, Emerald Group Publishing Limited, ISSN 1367-3270. 2009 Gronroos, C. 1990. Service Management and Marketing-Managing the Moments of Truth in Service Competition , U. S.: Lexington Books, Ferdinand, A. Structural Equation Modeling Dalam Penelitian Manajemen . Edisi Kedua. Semarang : Badan Penerbit Undip, 2002 Garbarino, E., Johnson, M. S. “The different roles of satisfaction, trust and commitment in customer relationships ”. Journal of Marketing , 63, 70-87. 1999. Hair, J.F., W.C. Black., B.J. Babin., R.E. Anderson. and R.L. Tatham. “Multivariate Data Analysis, 4 th ed. NJ” . Pearson Prentice Hall , 1998. Haney Debra S, Knowledge Management in a Professional Service Firm. Disertasi. Department of Instructional Systems Technology Indiana University. Publish by ProQuest Information and Learning Company, 2003. Heisig Peter,Harmonisation of knowledge Management – comparing 160 KM frameworks around the globe, Journal of Knowledge Management, Vol. 13 Iss 4 pp. 4 – 31. 2009. Jones, M.C., Cline, M. and Ryan, S. , ‘Exploring knowledge sharing in ERP implementation: an organizational culture framework’’, Decision Support Systems , Vol. 41, p. 434, 2006 Kankanhalli, A,Tan, B. C. Y., Wei, K.K. “Contributing knowledge to electronic knowledge repositories: An empirical investigation ”. MIS quarterly, 29 1, 113-143, 2005. Krefting, L.A. and Frost, P.J , ‘‘Untangling webs, surfing waves, and wildcatting: a multiple- metaphor perspective on managing c ulture’’, in Frost, P.J., Moore, L.F., Louis, M.R.,1985 Lundberg, C.C. and Martin, J. Eds, Organizational Culture, Sage Publications, Beverly Hills, CA. Kotler Philip, Marketing Management Millenium Edition , Tenth Edition, Prentice Hall.New York, 2001 Laudon, K.C. and Laudon, J.P. “ Management Information Systems: Organization and Technology in the Networked Enterprise ”, Prentice-Hall, Upper Saddle River, NJ. 2000. Lee Chuan; dan Chen Wen-Jung . “The Effects of Internal Marketing and Organizational Culture on The 2015 International Conference of Management Sciences ICoMS 2015, April 23, UMY, Indonesia | 197 Knoeledge Management in the Information Technology Industry ”. International Journal of Management; Vol 22, 4; pg. 661-672 ProQuest Health Management , Dec 2005; Lee Paul; GombeWilliam A M, Jr. Doremus Harvey. “ Effective Internal Marketing:The Challenge Of The 1990s. Health Care Marketing Minicase ” . Journal of Health Care Marketing, Vol. 11, No. 2. 1991. Mondy, Human Resource Management . Prentice Hall, 2005. Nissen, M. ‘‘Inducing enterprise knowledge for lows’’, in Gupta, J.N.D. and Sharma, S.K. Eds, Creating Knowledge Based Organizations , Idea Group Publishing, Hershey, PA, pp. 185-202, 2004. Purwanto, B.M , “ The Effect of Salesperson Stress Factors on Job Performance ,” Jurnal Ekonomi dan Bisnis Indonesia, Vol.17, No.2, pp.150- 169, 2002. Purwanto, B.M , “ The Effect of Managerial Orientation on Salespersons’ Job Satisfaction,” Jurnal Ekonomi dan Bisnis Indonesia, Vol.18, No.4, pp.418-430, 2003. Ra’ed Moh’d Taisir Masadeh, Mahmoud Mohammad Maqableh Huda Karajeh. “A Theoretical Perspective on the Relationship between Leadership Development, Knowledge Management Capability, and Firm Performance ”. Asian Social Science ; Vol. 10, No. 6; 2014 ISSN 1911-2017 E-ISSN 1911- 2025 Published by Canadian Center of Science and Education, 2004. Robbins Stephen P. and Judge Timothy A. Organizational Behavior Prentice Hall, 2013. Shin, M , ‘‘A framework for evaluating economics of knowledge management S ystems” Information Management, Vol. 42, pp. 179-96, 2004. Sun, Peter. “Five critical knowledge management organizational themes ” . Journal of Knowledge Management 14.4 : 507-523. 2010 Turner, John R; Zimmerman, Tekeisha; Allen, Jeff M. “Teams as a sub-process for knowledge management ” . Journal of Knowledge Management 16.6 2012: 963-977, 2012. Tsai, Yafang. Learning organizations, internal marketing, and organizational commitment in Hospitals. BMC Health Services Resea rch 2014, 14:152 doi:10.11861472-6963-14-152, 2014. Tseng Shu-Me , “The Correlation Between Organizational Culture And Knowledge Conversion On Corporate Performance ”, Journal of Knowledge Management , Vol. 14 Iss 2 pp. 269 – 284, 2010. Zhou, A.Z. and Fink, D , ‘‘Knowledge management and intellectual capital: an empirical examination of current practice in Australia. Knowledge Management Research Pra ctice , Vol. 1 No. 2, pp. 86-94, 2003. The 2015 International Conference of Management Sciences ICoMS 2015, April 23, UMY, Indonesia | 198 Unified Knowledge Sharing as an Antecedent to the Implementation of Organizational Innovation Ika Nurul Qamari 1 , Julitta Dewayani 2 1 Doctoral Students of Diponegoro University - HRM, Indonesia ika_nrumy.ac.id 2 Doctoral Students of Diponegoro University - HRM, Indonesia littadewgmail.com ABSTRACT Current business trends are leading to service innovation that is digital, social and mobile. Innovation is imperative for an organization, for it to have a significant market presence to be felt in the business world. In order to realize organizational innovation, an effective strategic role of human resources with courage in decision-making is needed. However, in order to make a decision that is right, a wide range of knowledge extracted from various relevant sources, both inside and outside the organization are needed to be able to achieve organizational innovation. This study is conceptual framework that describes some theoretical approaches linking several variables such as the strategic role of human resources, organizational and individual factors and unified knowledge sharing that can lead to organizational innovation. With the trend toward the all-digital, social and mobile dimensions of service innovations, this paper will look into how the human resources response strategically to deal with them. Relationship with perceived organizational support is also discussed in this paper, as an important component that will strengthen the model. Keywords : strategic human resources roles, unified knowledge sharing, organizational innovation, perceived organizational support 1 ICMSDM-TW.

1. INTRODUCTION