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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.
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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