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competencies and the factors that affect the system of Academic Resources Center and
Information Technology, Rajabhat University. The result will support and enhance the improvement
of the knowledge management system and innovative competencies of the organization.
Thus, the innovative and learning organization can be achieved.
2.Purpoese of the Research
The purposes of this research were 1
To study the basis of knowledge management and innovation competencies.
2 To study the relationship between of
knowledge management and innovation competencies.
3 To study the supportive factors and their
effects on the models of knowledge management and innovation competencies
4 To present the model of knowledge
management and innovation competencies of
Academic Resources and Information Technology Center, Rajabhat Universities.
The samples were collected from 40 Academic Resources and Information
Technology Centers of Rajabhat universities. The methodology used in this research is the mixed
methods between quantitative and qualitative methods.
3. Research Methodology
The research method consisted of fourth phases.
Phase 1 The quantitative research was
conducted to study the basis of knowledge management and innovation competencies. The
data were collected from 40 Academic Resources and Information Technology Centers of Rajabhat
universities, 4 representative from each organization including a director of the centers
and three officers using: 1 Questionnaires for knowledge management competency and its
supportive factors and 2 Questionnaires for innovation competency and
its supportive factors. Phase 2
The qualitative research was conducted for 40 Academic Resources and
Information Technology Centers of Rajabhat universities. The relationship between
knowledge management, innovation competencies, and the supportive factors of the
organizations were studied using the interview method
Phase 3 The model of knowledge
management and innovation competencies was
developed using both quantitative and qualitative data.
Phase 4 The models of knowledge
management and innovation competencies was
evaluated. The data were collected from 10 officers from each organization.
4. Research Results
The result shown in this section includes the results in Phase 1 which consists of the
research objectives 1 to 3. The result is shown in Table 1.
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Table 1 Analysis of knowledge management competencies
in the organizational content.
KM Operations
Present None
amount mean
amount mean
1implementation plan
29 72.50
11 27.50
2 Top Priorities
25 62.50
15 37.50
3. The objective of organization
development
38 95.00
2 5.00
4
Period of 3-4 years
25 62.50
- -
5 KM’s project
38 95.00
2 5.00
6 Responsible for KM.
25 62.50
15 37.50
7 KM’s budget
22 55.00
18 45.00
8 KM’s activity
32 80.00
8 20.00
The study in Table 1 shows that most of the organizations have conducted plans for
knowledge management competencies with specific objectives and 3-4 years of operational
times 62.50. There are 29 organizations which consist of knowledge management plan 72.50.
There are 25 organizations which have established the knowledge management as a
priority activity 62.50. For the purpose of knowledge management is mainly found that the
process of knowledge management was used in development of personnel in the Office of their
Academic Resources to 38 universities 95.00 percent There are structured implementation of
knowledge management by organizing a project or specific activities of the organization to 38
universities percentage 95.00 There are responsible for direct managing knowledge of 25
universities 62.50 percent there are allocated
budget for knowledge management of the Academic Resources to 22 universities 55.00
percent Finally , most organizations have organized events about knowledge management.
Such as the exchange of learning The Community of Practice The knowledge management activities
with persons or other organizations of 32 universities 80.00 percent
Table 2 analysis of Innovation competencies
organizational context.
Innovation Operations
present None
amount Mean amount Mean
1. implementation plan
16 40.00
24 60.00
2. Top Priorities
15 37.50
25 62.50
3. The objective are to develop the
organization
25 62.50
15 37.50
4
Period of 1-2 years
12 30.00
- -
5 Make a project
26 65.00
14 35.00
6 Responsible for INNO
13 32.50
27 67.50
7 INNO. budget
13 32.50
27 67.50
8 INNO. activity
15 37.50
25 62.50
The study in Table 2 shows that there are 12 organizations that have conducted plans for
innovation competencies with specific objectives and 1-2 years of operational times 30.00.
There are 24 organizations that have not conducted innovation competency plan 60.00.
However, 25 organizations have not established the innovation plan into their action plan 62.50.
There are 25 organizations that have applied the plan for their organizations 62.50. There are 26
organizations that have innovative structure plan 65.00. However, most of organization do not
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have in-charge person and support funding 67.50. At last, there are 25 organizations
which have not established the plan for innovative competencies 62.50.
Table 3 Knowledge management competencies analysis for organizational level, leaders, and staff
KM Process
Organization Leader staff Total
operation
1Knowledge Identification
3 3
3 3
2Knowledge creation and
acquisition
3 3
3 3
3.Knowledge organization
3 3
3 3
4.Knowledge codification
2 2
3 2
5.knowledge access
3 3
3 3
6.knowledge sharing
2 2
3 2
7.Learning
2 3
3 3
Total 3
3 3
3
Operational level
4 = All division in an Organization 3 = Almost all division 2 =
Some division 1=Existing plan no action 0 =
No plan no action
Table 3 shows that: 1
The result of knowledge management competencies level analysis for organizational
level, leaders, and staff is in level 3 for Almost all division
Table 4 Analysis of innovation competencies
Innovation process Mean
Total Have None
1. Product Innovation 24.37 75.63
100 2. Process Innovation
15.5 84.5 100
3. Service Innovation 30.62 69.38
100
The results in Table 4 show most of organizations do not have innovation competencies including
production innovation, process innovation and service innovation.
Table 5 Innovation competencies
Innovation process for attribute
Operation level
1. Product Innovation 1
2. Process Innovation 1
3. Service Innovation 1
Total
1
Operational level
4 = All division in an Organization 3 = Almost all division 2 =
Some division 1=Existing plan no action 0 =
No plan no action
The results of this analysis show that most of Academic Resources and Information Technology
Center, Rajabhat Universities have innovation competencies of level 1 no plan no action.
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2.To study the relationship between of knowledge management and innovation competencies
Table 6 Relationship between knowledge management and innovation competencies
The study result, Table 6, shows that the relationship between knowledge management and
innovation competencies is very low with the
correlation of 0.05. Considering the profile are
result that The correlations between knowledge management and innovation competencies was
very low.
3
To study the supportive factors for the models of knowledge management
and innovation competencies.
Table 7 Analysis of the supportive factors for the knowledge management competencies.
supportive factors for knowledge management
Operation level
1. Management and planning factors
3
2. culture organization factors
3
3.Leadership factors
3
4.Information Technology factors
3
5. Measurement and Evaluation factors
2
Total
3
Operational level
4 = All division in an Organization 3 = Almost all division 2 =
Some division 1=Existing plan no action 0 =
No plan no action
The results of analysis that the most of Academic Resources and Information Technology
Center, Rajabhat Universities have supportive factors knowledge management competencies
have level 3 is lmost all division . On their
supportive factors for knowledge management in the Management and planning culture
organization, Leadership and Technology have level 3 is almost all
divisions. And Measurement and Evaluation have level 2 Some division.
Knowledge Process
Innovation Process
Product Innovation
Process Innovation
Service Innovation
correlat ion
level
correlat ion
level
correlat ion
level
Organization 0.240 Very
low 0.200
Very low
0.236 Very low
Leader 0.250
Very low
0.210 Very
low 0.164 Very
low Staff
0.455 Low
0.409 Low
0.449 Low Total
0.315 Low
0.273 Very
low 0.283 Very
low
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Table 8 Analysis of The relationships between supportive factors of knowledge management
and knowledge management competencies
The results in Table 8 show relationship between the supportive factors of knowledge
management and knowledge management competencies respectively as the following: 1
factors of Knowledge management 0.612, 2 factors of organizational culture 0.565, 3 factors
of leadership 0.539, 4 factors of technology 0.514 and 5 factors of evaluation 0.474. The
relationship is in moderate level of 0.05.
Table 9 Analysis of the supportive factors for the models of innovation competencies.
supportive factors for innovation
Operation level
1.Leadership and organization factors
2
2. personal skill factors
2
3. The processes and tools factors
2
4. culture organization factors
2
Total
2
Operational level
4 = All division in an Organization 3 = Almost all division 2 =
Some division 1=Existing plan no action 0 =
No plan no action
The results of analysis that the most of Academic Resources and Information Technology Center,
Rajabhat Universities has supportive factors innovation competencies have level 2 Some
division Table 10 Analysis of The relationships between
supportive factors of innovation and innovation competencies
supportive factors of innovation
Mean Correlation P-value
1. Leadership and organization factors
and innovation competencies
1.609 0.708
0.000
2. personal skill factors and innovation
Competencies
1.511 0.655
0.000
3. The processes and tools factors
and innovation Competencies
1.572 0.629
0.000
4. culture organization
factors and innovation
Competencies
1.534 0.596
0.000
Total
1.556 0.647
0.000
supportive factors of knowledge management
Mean
Correlation P-value
1. Management and planning
factors with KM competencies
2.525 0.612
0.000
2. culture organization factors
with KM competencies
2.608 0.565
0.001
3. Leadership factors with
KM competencies
2.555 0.539
0.001
4. Information Technology factors
with KM competencies
2.504 0.514
0.004
5. Measurement and Evaluation
factors with KM competencies
2.379 0.474
0.002 total
2.514 0.540
0.001
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The results in Table 10 show relationship between the supportive factors of innovation and
innovation competencies respectively as the following: 1 factors of leadership 0.708,
2 factors of personnel and their capabilities 0.655, 3 factors of process and equipment
0.629, 4 factors of culture 0.596. The relationship is in moderate level of 0.05.
5.Conclusion
1. Knowledge management and innovation competencies of Academic Resources
and Information Technology Center, Rajabhat Universities.
that most of the organizations have conducted plans for knowledge management
competencies with specific objectives have butget and have Activities support knowledge
management in organizations, knowledge management as a tool in development planning
organization to be effective. Was used
systematically. Writing a Business Plan Gather knowledge in libraries scattered in an individual.
And document operational procedures to manage the system. Easy to find and A knowledge
management committee, Policy makers act Strategic plan and implementation plan for the
personnel to understand knowledge management system. And the knowledge to use the most cost
effective. And Intended to apply knowledge
management in organizations to develop and improve the knowledge of the personnel
themselves. Using the event as a project such as Community of Practices, Knowledge sharing
Forum, Cross-functional team. Have The budget supports approximately 10,000 - 50,000 baht For
of knowledge management activities And innovation competencies of Academic
Resources and Information Technology Center, Rajabhat Universities.
that most of the organizations do not have
action plan for innovation.
Has not been assigned to a mission critical enterprise innovation performance.
Because Researchers have studied the self-assessment report.
The organization as a learning organization. So SWOT analysis
Found that weaknesses in innovation. And is also
available in a range of written work plan for the development of innovative practices in the
organization, no concrete. 2. Analysis of knowledge management,
organizational leader and personnel resources under the operational level of Academic
Resources and Information Technology Center, Rajabhat Universities.
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Analysis of knowledge management, organizational leader and personnel resources under the operational level of Academic Resources and Information Technology Center, Rajabhat Universities.
Knowledge management process
Organization Leader
staff Operational system
Operational level
1.Knowledge Identification 1.Vision of Organization
2.Knowledge Identification 3.
K
nowledge location person and place
1. Identified a core of knowledge
2. Bring the potential from the personnel
3. Knowledge distribution 1.Specify the personnel’s
knowledge 2.Personnel’s knowledge
development 3.Other’s knowledge
identification . 1. Determine the
knowledge management system to be applied into the
organization. Level 3 : Almost all division
2. Knowledge creation and
acquisition 1. Knowledge searching plan
2. Other source of knowledge 3. Un-useful knowledge
elimination 4. Apply SECI Model
1. Conduct the knowledge management plan.
2. Integration between the old and new knowledge.
3. Conduct the committee for the knowledge management.
1. Aware and understand of the Knowledge creation and
acquisition 2. The capability of Knowledge
creation and acquisition 3.
D
evelopment of Knowledge
workers 1.Publication
2. Dissemination 3. Best Practices
Level 3 : Almost all division
3. Knowledge organization 1 Knowledge organization plan
2. Knowledge organization classification
3. Technology for Knowledge
organization 1.Conduct Knowledge
organization plan 2.Set up the organization
committee 3.Deesign and develop the
Knowledge organization system
1.An awareness in Knowledge organization
2. Skills in self Knowledge management
1.Knowledge-based online 2.Case-based online
3.Knowledge portal 4.Document management
system 5.Intelligent agents
6.Expert online Level 3 : Almost all division
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10
Knowledge management process
Organization Leader
staff Operational system
Operational level
4 Knowledge codification and refinement
1. Knowledge codification and refinement plan
2. Evaluation and analysis of knowledge codification and
refinement. 3.Establish the processing
committee of Knowledge
codification and refinement 1.
Mapping process system knowledge.
2. Conduct processing
knowledge plan 3.Set up standard terms used for
Knowledge codification and refinement
1.An awareness in Knowledge codification and refinement.
2. Result selective skills 3.
An academic writing knowledge skill.
.
1. Knowledge systems through
audited. 2. Lean process
Level 2 :some division
5.Knowledge Access 1. Knowledge assessment plan
2. System design and creation for Knowledge access
3. Conduct the committee for the knowledge access
1. Set up the Knowledge Access plan
2. Knowledge assessment training. 3.
Support the knowledge access technology
1. Recognize that knowledge
access is important. 2.
Training for Knowledge access.
3. Capability to access the knowledge system.
1.Document search 2.Data warehouse
3.Database 4.Internet
5.Social media 6.Center of excellence -CoE
Level 3 : Almost all division
6. Knowledge sharing
1. Knowledge sharing plan.
2. Conduct the committee for knowledge sharing
1. Setup the knowledge sharing plan for over all division in an
organization 2 Funding support for the
Knowledge sharing 1.
An awareness and for the importance of knowledge
sharing 2.
The activities within the organization for knowledge
sharing . 1.Knowledge portal
2.Community of Practices CoP
4.Job rotation 5.Story telling
6.Knowledge sharing Forum 7.Knowledge Market
Level 2 :some division
7. Learning 1.
Organizational learning plan 2. Organization learning policy
using the processes of adaptive learning, anticipatory
learning andcreative learning
1. Encourage each agency to learn how to learn method.
2. Encourage staff to learn from each other
3. New learning method
instruction 1. An awareness, of
Collaborative Learning 2.
Eager to learn and mind opening
3. Receive training in a systematic of how to learn
method. 1. show share
2. Learn how to learn 3.ActionLearning
4.Blended learning 5.Web blog learning
Level 3 : Almost all division
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