8/14/2019 ADS 554 Research
1/36
CHAPTER 1
INTRODUCTION
1.1 Introduction
The knowledge management (KM) field is large, complex, and in constant
development. Its includes management, organizational goals and
operational practices and philosophies, technologies, and strategies.
When KM is being discussed or considered for practices by an
organization or being viewed as a subject for education and training, an
expert coming from different field tend to focus on variety aspect of KM.
The result will often be disagreement or confusion.
In order to avoid disagreement and confusion, the aspects of KM should
clearly be considered in which we suggest at least there are two different
aspects of KM which are KM as a technology and KM as an approach.
According to Despres and Chauvel (1999), the companies that implement
knowledge management does it in a variety of ways while ranging along
certain dimensions such as;
i. Through and primarily based on technologies (typically electronic),
versus people,
ii. Knowledge as a source of innovation, value creation,
iii. A new approach to human resource management: individual
responsibility for knowledge sharing and learning.
1
8/14/2019 ADS 554 Research
2/36
8/14/2019 ADS 554 Research
3/36
that used by many organizations. The intranets can be regarded as both
as information and strategies tool in the context of knowledge
management and a large amount of which consists of news, statistic,
business plans, telephone numbers, forms, personal stories and so on that
can be stored and distributed in a short time to the large number of people
(Mansel, 1997).
According to Sarnoff and Wimmer (2003), intranets have a significant
effect on workforce efficiency and productivity, and that there is a
significant correlation between intranet satisfaction and job satisfaction.
The intranet and internal communications workers should be contributing
to the knowledge debate, especially when it comes to knowledge in the
workplace, which the practical approach is arrived and can be of value in
the enterprise.
For an approach, according to Gottshack (2005), knowledge management
can be defined as an approach to simplify and improve the process of
sharing, distributing, creating, capturing and understanding knowledge in a
company which there are many form can be used or practices, such as
communities of practices, storytelling, benchmarking, and so on.
However for the purpose of this study, the focus will be on the two
commonly used of approaches in organization which is storytelling and
3
8/14/2019 ADS 554 Research
4/36
benchmarking. Storytelling can be known as orally communicating ideas,
beliefs, personal histories, and life-lessons (Groce, 2004). Besides that,
storytelling is one of the most existing forms of communication and it
possesses great potential as a teaching-learning tool. Its obvious that it is
currently being used in some companies as a knowledge management
method (LeBlanc & Hogg, 2006).
According to Knowledge Management Terms, by Stuhlman Management
Consultants (2008), storytelling is the skilled delivery of stories use to
present anecdotal evidence, clarify a point, support a point of view and
crystallize ideas. Storytelling can help bridge the gap between data and
knowledge and at the same time it also could be the result of integrating
information and knowledge managers use storytelling as a approach and
tool for sharing knowledge.
Moreover, developing best practice through benchmarking features as a
critical activity in the business world as it is a vital approach for sharing
and transferring knowledge. This includes in the definition of
benchmarking as the process of identifying, understanding and adapting
outstanding practices from organizations anywhere in the world to help the
organization improve its performance. (ODell, 2006).
4
8/14/2019 ADS 554 Research
5/36
Several definitions have been offered for benchmarking for example, Zairi
(1996) defines it as "emulating the best by continuously implementing
change and measuring performance," and Camp (1998) describes it as
"the search for industry best practices that lead to superior performance.
The reason for benchmarking is to look at how well the organization is
doing compared to others in the same field or industry, and to learn from
their best practices in order to improve the organization.
This research will be conducted at Sharp-Roxy Corporation (M) Sdn Bhd
in Sungai Petani which covered the population of upper level management
including staff there.
In order to estimate the benefit of a KM program, a conceptual perspective
is required, as well as the use of tools and methods, rather than the ad
hoc use of analytical approaches. This means that the organization should
make used the knowledge management as a practice by using the
resources and environment that available in the organization rather than
study it as a theory.
5
8/14/2019 ADS 554 Research
6/36
1.2 Problem statement
The problem exist in knowledge management are many organizations,
schools, colleagues, and university are pouring their money into
information technology without considering how effectively integrate those
technologies into decision-making processes to improve academics,
operational, and planning.
Other than that, most managers of organizations today do not know what
specific kinds of knowledge the individuals in their organization know. If
we only knew what we know, we could conquer the world (Bhatt, 2001).
According to Rigby and Bilodeau (2007), as firms become larger, more
knowledge intensive, and more globally dispersed, the need for their
managers to know what we know is becoming sensitive. Thus, a
common initiative within the tacit knowledge approach is usually some
effort to improve understanding of who knows about what in an
organization whereby it is an effort that is sometimes described as an
effort to create know who forms of knowledge
Knowledge transfer is about connection not collection, and that connection
ultimately depends on choice made by individuals and there are many
mechanisms that enable knowledge transfer such as internet, storytelling,
website, video conference, brainstorming, communities of practice and so
much more. Knowledge transfer can influence the organizational
6
8/14/2019 ADS 554 Research
7/36
performance with having the appropriate tools and method which can be
used by the employee in order to receive and sharing the knowledge.
This research is made because of the importance of the knowledge
management practices in the organization that can help in boost up the
organization performances and align the knowledge management with the
business or academic strategies to achieve the organization objectivities.
It also can reduce the time and cost consuming in making the decision by
using the right tools and approaches.
7
8/14/2019 ADS 554 Research
8/36
1.3 Research objectives
1.3.1 To study the implementation of knowledge management technology
and knowledge management method in organization.
1.3.2 To identify the relationship between knowledge management
technology and organizational decision making.
1.3.3 To identify the relationship between knowledge management
approaches and organizational decision making.
1.4 Scope of the study
1.4.1 Level
This research is limited to the upper management in Sharp
company branch in Kedah.
1.4.2 Territory
This research focused on area of Sharp company branch in Kedah.
1.4.3 Time
The period of this study is from January 2010 to April 2010.
8
8/14/2019 ADS 554 Research
9/36
1.5 Significance of the study
This research is made in order to give benefits to the organization in term
of:
1.5.1 Having appropriate knowledge management practices in the
organization that can reduce the operational cost by using the
existence resources in the organization such as using the e-forum
to sharing the knowledge between the employee across the time
and space.
1.5.2 The result of this research will help the organization to identify their
weakness in knowledge management practices and overcome it
with the same time cope with the competitor, which the organization
can improve their performance effectively and efficiently.
1.5.3 Helping the organization leader in decision making process by
using the appropriate knowledge management tools and method,
which at the same time giving the opportunity to the employee to
involve in the decision making in the organizational.
1.5.4 This research will determine the relationship between the
knowledge management practices and organization decision
making whether the knowledge management practices can give an
influence in organizational decision making.
9
8/14/2019 ADS 554 Research
10/36
1.6 Limitation of the study
The first limitations are the knowledge management practices will not be
similar at the other organization and may not be suitable to be practices.
For example, the organization may not practice the benchmarking method
which include in one of the variable and the data will not cover the
variable.
Secondly, this research not covered all knowledge management practices
which under the technologies and method have other elements which may
or may not be practices in the organizations, as this study only focus on
two ways in each of the perspective which are corporate portal and
intranet as a technology and storytelling and benchmarking as a method.
Thirdly, the cooperation from the organization that can be tolerate in giving
the necessary information and the accuracy of the information in order to
completing this research. This is because of the limited period of time in
order to make this paper and its only cover one department in the
organization.
10
8/14/2019 ADS 554 Research
11/36
1.7 Definition of terms/concepts
The definition used to explain the concepts of this research are:
1.7.1 Knowledge management: performing the activities involved
in discovering, capturing, applying, and sharing knowledge in order
to enhance in cost-effective and impact of knowledge and the
management of organizational knowledge for creating business
value and generating a competitive advantage (Tiwana, 2000). As
the other scholars agreed that knowledge management can be
define as a discipline focused on systematic and innovative
methods, practices, and tools for managing the generation,
acquisition, exchange, protection, distribution, and utilization of
knowledge, intellectual capital and intangible assets (Montana,
2000) and according to Gottschalk (2005) that define Knowledge
management as a method for achieving corporate goals by
collecting, creating and synthesizing and sharing information,
insights, reflections, thoughts and experience.
1.7.2Knowledge management technology: The use of technology in
knowledge management fields are increasingly balanced by the
human-social technologies that tends to concern themselves with
the social psychology of organizing a knowledge-based enterprise.
(Despres & Chauvel, 2002).Other scholars such as Borghoff and
Pareschi (1998) reported that the Nonaka and Takeuchi model
11
8/14/2019 ADS 554 Research
12/36
tackles issues directly related to IT infrastructure in the knowledge
management as the knowledge itself is an integral part of
technology definition as explained by Perez-Bustamante (1999)
who defines technology itself as any applied knowledge that fulfils
market expectations or market needs.
1.7.2.1 Corporate portal: Represent the potential of providing
organizations with a rich and complex shared information
workspace for the generation, exchange, and use of
knowledge (Benbya, 2004). Other than that, corporate
portals enable e-business by providing a unified application
access, information management and knowledge
management both within enterprises, and between
enterprises and their trading partners, channel partner and
customers (Gartner Group, 1998).
1.7.2.2 Intranet: Information and communication technologies
that can be presume connecting colleagues in potentially
fruitful constellations that generate and integrate knowledge
(kirchner, 1997). According to Sarnoff & Wimmer (2003), a
good intranet is built on the premise of avoiding the
frustrations of information overload whenever possible
through a logical site structure, functional search engine
12
8/14/2019 ADS 554 Research
13/36
and a content-management approach that values quality
over quantity.
1.7.3 Knowledge management approach: KM activities that lead to
the changes in behaviour, changes in practices and policies and the
development of new ideas, processes, practices and policies
(Bender & Fish, 2000). Beside that, it is meaningful when it is
codified, classified, given a shape, put in a useful format and stored.
Only then, it can be used by the right person, at the right time, in the
right way (Nemati and Barko, 2002).
1.7.3.1 Storytelling: The images of groups of businesspeople
squatting around a campfire swapping stories and wasting
time as executives tell bad stories and unload their fears
and anxieties doesnt appeal to some knowledge managers
(Reamy, 2002). Storytelling is an ancient art that pre-dates
writing which the storyteller shares an experience with the
audience as a performing art, teaching aid, and a method to
share information not supported by data (Stuhlman
Management Consultants, 2008)
1.7.3.2 Benchmarking: A method to compare key figures,
often financial figure, for the purpose of ranking the
13
8/14/2019 ADS 554 Research
14/36
organization in relation to competitors or the industry
average (Denkena, Apitz, & Liedtke, 2006). Benchmarking
is not a policy but a tool to improve performance. It goes
beyond competitive analysis, does not simply make
comparisons, and is a learning process to promote cultural
change.
1.7.4 Organizational decision making: A bounded rationality which
is an essential part of satisfying and a results when decision makers
make logical decisions, but are limited by inadequate information
and their ability to use the information available (Simon, 1957).
Decision making in organizations is pictured as a coherent and
rational process in which alternative interests and perspectives are
considered in an orderly manner until the optimal alternative is
selected. (Cambridge dictionary)
14
8/14/2019 ADS 554 Research
15/36
CHAPTER 2
LITERATURE REVIEW & CONCEPTUAL FRAMEWORK
2.1Literature Review
2.1.1 Introduction
As a growth of focus on concerning within management, knowledge
management (KM) is an area of research and practice that is still
searching for a stable set of core concepts and practical applications.
Knowledge management can be defined according to Newman (1996) as
a direction and enhancement of organisational decisions as to how,
where, and when to create and account for new knowledge. It helps in
education, training, technical refreshment and on-the-job experience.
Capturing knowledge can prevents the loss of critical knowledge due to
the retirement, downsizing and outsourcing.
Davenport (1999) relates KM activities with some intermediate activities
that affect financial results. Progress in KM activities affects the project
performance measurements, indicators of the capacity of employees to
carry out tasks related to knowledge, and finally, the generation of ideas
and innovations. Firestone (2001) proposes an intuitive approach to clarify
the relation between KM, corporate objectives and benefits. He suggests
an abstract model called benefit global estimation. In this model,
Firestone (2001) explain that in order to estimate the benefit of a KM
program, the conceptual perspective is needed, including the using the
15
8/14/2019 ADS 554 Research
16/36
right tools and approaches. Besides that, in order to relate KM programs
and firm performance, the previous analysis of corporate objectives and
business processes is required which in this situation; KM is business
processes that can help firms reach their goals.
Knowledge management can be seen in two perspectives which are in
term of technology and approach. The technological knowledge results as
the collection of pieces of information and knowledge owned by a variety
of parties, and then requires, to be developed, the combination of external
learning processes (e.g. learning by imitation and learning by interaction)
with internal (Combs & Bierly, 2006). However, access to the technological
knowledge is made difficult by several factors, such as its tacit and
personal character, transaction and communication costs, and also
depends on the absorptive capacity of the agents involved in the
process (Cohen & Levinthal, 1990).
According to Cohen, W.M. and Levinthal, D.A. (1990), absorptive capacity
is an ability of a firm to recognize the value of new external information,
assimilate it, and apply it to commercial ends is critical to its innovative
capabilities. Its a function of the firms prior knowledge. It is depends on
transfers of knowledge across environmental boundaries and across sub-
units. The gatekeepers help transfer info across boundaries and more
16
8/14/2019 ADS 554 Research
17/36
gatekeepers are needed in turbulent environments to increase reception of
new ideas.
2.1.2 Knowledge Management Technology
Ruggles (1997) considers KM tools as the technologies used to enhance
and enable the implementation of sub-processes of KM. In this context,
tools are considered to be the basic technological building blocks for KM,
where individual tools can be combined to form a specific sub-process KM
system (Al-Ghassani, 2002). Davenport and Prusak (1998), in reviewing
knowledge management programs practice has highlight the difference
between the more formalized transfer mechanisms such as portals,
databases, intranets and groupware, and informal exchanges which are
more casual events that usually take place face to face such as in
conversation.
2.1.2.1 Corporate portal
If the process of knowledge management is lead by information
technology, knowledge can too easily become as an information or
data only which is to be stored and retrieved from databases. ``Too
much for what passes for knowledge management is glorified data
processing'' (Stewart, 1998). Most of knowledge management
programs are being developed using of digital technology which it can
17
8/14/2019 ADS 554 Research
18/36
provides us with incredibly useful tools for efficient information
transfer.
The portal serves multiple functions for multiple customers with one
tool. Moreover, it can improve the efficiency of knowledge exchange
and deliver a set of shared business objectives that include
communications around best practices, a gateway to research on the
use of teaching and learning through technology, professional
development, policy development and review, and resource
development. Other than that, it also provides the faculty members at
the individual campuses with efficient, direct links to current
knowledge about teaching and learning through technology among the
campuses of the university system, nationally, and internationally.
(Kidwell et al, 2000)
The trend toward portals as the technology tool of choice for
knowledge leads to another trend which is the convergence of
knowledge management and e-business. This is because of the Web-
based technologies that support e-business are now being applied to
support KM and vice versa. A more powerful reason is that both KM
and e-business are about creating conversations, sharing knowledge,
and building communities. Knowledge management has been about
breaking down barriers within the organization, and e-business has
18
8/14/2019 ADS 554 Research
19/36
been about breaking down barriers between the organization and its
customers. (Kidwell et al, 2000)
2.1.2.2 Intranet
An intranet can be known as information and strategic management
tool in the context of knowledge management. The key element in
managing an intranet such as activity level and information output are
not just a tool to control the transportation on information and
knowledge in a convenient and efficient way. A lack of reflexivity in
intranet use is based on the assumption that an intranet is a tool in its
master hands. (Edennius & Borgerson, 2003)
There are many strategies in managing knowledge that correspondent
to different kinds of information technology, which one of it is intranet
that is used by many firms. Three central features define an intranet
are first, intranet is a network based on the intranet protocol TPC/IP
and runs common internet applications. Second, intranet is a private
network that granting access on a selective basis. Third, intranets do
not address any specific well-defined need unlike intra-organizational
information. (Newell et al., 2000)
19
8/14/2019 ADS 554 Research
20/36
By using an intranet, with all its different discursive practices, can
thereby be given an active role, central to instances of new knowledge
cluster such as news emerging through an intranet. (Power, 1997)
2.1.3 Knowledge Management Approach
KM, as an approach, is designed to provide strategy, process, and
technology to increase organizational learning (Satyadas et al., 2001). The
predominant KM emphasis has been a system oriented view with a focus
on technology applications that range from traditional data-processing
areas, such as knowledge enabled supply chain management (SCM)
systems. Moreover, the human element of knowledge sharing that
combined with the element of people experiences is equal to the
knowledge (Kogut & Zander, 1992).
2.1.3.1 Storytelling
Storytelling has been touted as the best way to make the leap from
information to knowledge, and as the best way to capture and transfer
tacit knowledge (Reamy, 2002). To some people including people in
business, people in management and people running public sector
organizations, storytelling might seem like an odd subject to be talking
about at all. The thought that narrative and storytelling might be
important ideas in organizational thinking in the coming century might
seem even odder (Brown et al, 2004).
20
8/14/2019 ADS 554 Research
21/36
Knowledge management is indeed a way of educating people and
when educating people it is important to understand how they learn.
Research says the brain works by detecting patterns in information,
which is why stories are so useful in the teaching-learning interaction.
One of the brains best tricks is to extract meaningful patterns from
confusionand storytelling is an excellent way of accomplishing this
task (Liston, 1994).
2.1.3.2 Benchmarking
Benchmarking implies the setting of goals by using objective, external
standards and learning from others whereby learning about how much
and how (Boxwell, 1994). A knowledge centre can use benchmarking
to measure and compare their processes with those in other
knowledge centres.
Benchmarking as a knowledge management tool is widely used. It has
spread geographically into large parts of the world and reproduces in a
variety of manufacturing and service businesses, including health
care, government and education organizations (Camp, 1995).
Andersen (1999) defines benchmarking as a process of continuously
measuring and comparing ones business processes to comparable
21
8/14/2019 ADS 554 Research
22/36
processes in leading organizations to obtain information that will help
the organization to identify and implement improvements.
Turbulently changing environments, rapidly involving technologies, and a
different breed of knowledge workers create the demand for an entire new
organization structure that is process-oriented, team-based, and brain-rich
but asset-poor. However, for rare cases of intangible assets that do not
growth if shared, knowledge grows in value if it is appropriate shared
(Tiwana, 2000).
2.1.4 Organizational Decision-Making
Brickley (2004) described the organization decision-making as a right
decision, along with the reward system and the way of performance is
evaluated, as one of the key aspects of an organizations architecture (or
design). A firms ability to make good decisions is particularly important in
the face of increasing global competition, and the greater uncertainty from
exposure to more competitors and a greater number more markets that
this brings.
Moreover, Taylor (1975) writes that when the external environment
changes dramatically large companies put long-term plans on hold and
regress to ad hoc decision making and Mintzberg (1976) also describes
muddling through decision making where decisions are made
22
8/14/2019 ADS 554 Research
23/36
incrementally on the best available information while trying not to pre-empt
any long-term strategies. On top of that, Longbottom (1972) and Mintzberg
(1976) advocate that effective decision making occurs where managers
actively select situations which require decisions and seek information
regarding those decisions.
In can be conclude that, majority of the philosopher believe and agree that the
knowledge management can facilitate the organization to come out with the
reasonable decision making process which the organization must have balance
operational knowledge management process. The technologies and people must
work together in order to make the organization become more effective and
efficient in their decision making process.
23
8/14/2019 ADS 554 Research
24/36
2.2 Conceptual Framework
Figure 2.1: Research Framework
Knowledge management practices can be classified into two types which are
knowledge management technology and knowledge management approach.
These research only focuses on two types for each classification which are in
knowledge management technology are corporate portal and intranet and in
knowledge management approach are storytelling and benchmarking. This study
will determine the relationship between knowledge management practices and
organizational decision making. The knowledge management practices will
influence the organizational decision making.
24
Independent DependentVariable Variable
Knowledge Management
Technology
- Corporate Portal
- Intranet
Knowledge Management
Approaches
- Storytelling
- Benchmarking
Organizational
Decision Making
8/14/2019 ADS 554 Research
25/36
2.3 Hypothesis:
2.3.1 There is a significant relationship between the application of
corporate portal and organizational decision making.
2.3.2 There is a significant relationship between the application of
intranet and organizational decision making.
2.3.3 There is a significant relationship between the practice of
storytelling and organization decision making.
2.3.4 There is a significant relationship between the practice of
benchmarking and organization decision making.
25
8/14/2019 ADS 554 Research
26/36
CHAPTER 3
RESEARCH METHOD
3.0 Introduction
This chapter discussed on research methodology that had been used to
obtain information for the research purpose. It involves research design,
unit of analysis, sample size, sampling technique, measurement or
instrumentation, data collection and data analysis. This section provides
details on the procedures and methods we used to collect and analysis
data that we need.
3.1 Research design
The research design is the guideline and as a framework in order the data
can be gathered and analyzed to getting the solution. There are two types
of research design which are quantitative and hypothesis test. In this
study, relational survey will be use to investigate the relationship between
knowledge management practices and decision making among the upper
level management staff at Sharp-Roxy Corporation (M) Sdn. Bhd. in
Sungai Petani, Kedah.. This study will employ the single cross-sectional
designs where sample of respondent is drawn from the target population
and information is obtained from this sample only once, over a period of
month. The information from respondent will collected via structured
questionnaire.
26
8/14/2019 ADS 554 Research
27/36
3.2 Unit of analysis
The units of analysis of this research are the upper level management
staff at Sharp-Roxy Corporation (M) Sdn Bhd in Sungai Petani, Kedah.
The unit of analysis will be individual. All data collected can be use to
determine the effect of knowledge management practices among the staff
to the organizational decision making.
3.3 Sample size
The population of this study covered to all the Upper level management
staff at Sharp-Roxy Corporation (M) Sdn Bhd in Sungai Petani. There is
around 80 staff and the sample size decided was 66 respondents which
followed in Sekaran, Uma (2006).
Sample size for given population
N S
75 63
80 6685 70
90 73
95 76
Figure 3.1 Sample Size
3.4 Sampling technique
The sampling technique in this study will be using a non-probability
sampling technique ( sekaran, 2006). To determine the sample size, the
research will used krejcie and Morgan (1970) as well as cohen (1969)
cited by sekaran (2006). The actual population is 80 staff and according to
table the sample size that should be taken from population size is 66. This
27
8/14/2019 ADS 554 Research
28/36
technique helps the researchers to get the data just one time only and can
save a lot of time and cost.
3.5 Measurement/Instrumentation
3.5.1 Nominal Scale
This nominal scale allows researcher to assign subject to certain
categorized or group (Sekaran, 2006). Nominal scale is used for
obtaining personal data. The researcher use nominal scales in this
research such as for gender, age, status, and education level.
Gender:Male Female
Figure 3.1
3.5.2 Ordinal Scale
The researcher also use ordinal scale to measure the data
collected. The ordinal scale is use to categorizes the variables in
such a way as to denote differences among various categories and
rank according to some preferences.
What is your position at this organization?General Manager
\Chief Executives
Assistant Manager\
Supervisor
Staff
Figure 3.2
28
8/14/2019 ADS 554 Research
29/36
3.5.3 Ratio Scale
There are also questions that obtain the ratio scale to be used as a
measurement tools such as age of respondent. The ratio scale
overcomes the disadvantage of the arbitrary origin point of the
interval scale, in that has an absolute zero point, which is a
meaningful measurement point (Sekaran, 2006).
Age:20 years old and below 31 35 years old
21 25 years old 36 40 years old
26 30 years old 41years old and above
Figure 3.3
3.5.4 Interval Scale
An interval scale allows the researcher to perform certain
arithmetical operation on the data collected from the respondents.
Under interval scale, the researcher measures the elements of the
variables through Likert Scale. The Likert Scale is design to
examine how strongly agree or disagree with the statement on a
five point scale especially in section B. It is such:
Strongly Disagree Neutral Agree StronglyDisagree agree
1 2 3 4 5
29
8/14/2019 ADS 554 Research
30/36
3.6 Data collection
The data for this study will be collected through questionnaires. The
advantage of this method is the completed data can be collect from the
respondents in one time or period (Sekaran, 2006). Questionnaire is a
common way to collected data which is contains the question that
stimulates the respondents to provide required response. This method
was chosen because the small sample size of respondent and due to the
cost and time consumes in order to get data. These are two section in the
questionnaires which is section A and section B.
3.6.1 Section A: Individuals Background
In this section, there are several demographic questions such as
gender, age, level of education and etc.
1. Gender:
Male Female
2. Age:20 years old and below 31 35 years old21 25 years old 36 40 years old26 30 years old 41 years old and above
3. Level of education:SPM DegreeSTPM Master Certificate PhDDiploma
4. What is your position at this organization?General Manager Chief ExecutivesAssistant Manager SupervisorStaff
Figure 3.4
30
8/14/2019 ADS 554 Research
31/36
8/14/2019 ADS 554 Research
32/36
8/14/2019 ADS 554 Research
33/36
Figure 3.6
33
8/14/2019 ADS 554 Research
34/36
Figure 3.7
34
No. STORYTELLINGStronglyDisagree
Disagree Neutral AgreeStronglyAgree
1. The storytelling approachis easier to me in order tounderstand a particularsituation.
1 2 3 4 5
2. My mentor provides methe learning experience Ineed.
1 2 3 4 5
3. I believe the mentor mentee concepts are thebest way to gainknowledge fromexperience leaders.
1 2 3 4 5
4. My working culture isinfluenced of my mentorexperience.
1 2 3 4 5
6. The gap betweenemployee and employeris closer by thestorytelling approach.
1 2 3 4 5
7. The storytelling is thebest approach inimplement of us.
1 2 3 4 5
8/14/2019 ADS 554 Research
35/36
Figure 3.8
35
No BENCHMARKINGStronglyDisagree
Disagree Neutral AgreeStrongly
Agree
1 Our company has aspecific target to beachieved.
1 2 3 4 5
2 This company strategyand technology isalways up to dateaccording to trend.
1 2 3 4 5
3 This company ismodified and learnsfrom competitor indeveloping bestpractices and avoiding
repetitive mistakes.
1 2 3 4 5
4 Organizationalperformance is bestseen if we cancompare ourcompanysachievement withother companies.
1 2 3 4 5
5 We are always try our best to achieveorganizational goals.
1 2 3 4 5
6 During the meeting,the performance chartof our company isbeing compare withour competitorperformance
1 2 3 4 5
7 Any work process thatdid not meet desiredresults will beamended.
1 2 3 4 5
8/14/2019 ADS 554 Research
36/36
3.7 Data analysis
The data will be analyzed using SPSS Version 16.0 for windows Software
Program with the uses of:
3.7.1 Pearson Correlation
The researcher use the Pearson correlation to see the strength of
interrelated that present among all mentioned. Pearson correlation
is important to measure the interrelationship between variables. For
example, in order to know the relationship between knowledge
management practice variable and decision making variable,
Pearson correlation can be used to analyzed it whereby the value of
p
Top Related