Adventist International Institute
of Advanced Studies
Knowledge Management Plan
A report is presented to the Business Department
in partial fulfillment of the requirement for
[BUAD 730] Quality and Knowledge Management
by
Jeremia Elleos Tarek
December 2022
A. Knowledge Management
Knowledge is everything associated with facts and information that gained through
interaction and experiences in real life. It is a duplication of different characteristics and
approaches that will enable someone to cope with different challenges. According to Lehmann
and Gautler (2019), knowledge has to go through construction and reconstruction process
whereas the imagery of a framework is constructed through unlimited encounters that shape
someone’s impression towards something. Knowledge is also remains the key to unlock different
skills and create pathway to synchronize all human interests into one particular object.
“Knowledge is a systematic framework that delineates a demand of product to be foreseen and
aligned with expectations” (Clooney, 2017, p. 34). However, it is believed that knowledge is
developed by tacit information and theories that underlie the making of its concept. Therefore,
there is a need for the knowledge to be translated properly into certain system that can be
understood and implemented in a concrete way.
Knowledge management is a simultaneous process which a certain party gathers,
organizes, shares, and analyzes their information in order to ease the access needed for the
employees and other stakeholders as the users. The purpose of knowledge management is to
improve organizational efficiency and make the knowledge accessible when needed.
Furthermore, knowledge management helps the related stakeholders to acquire, store, share, and
review the knowledge they found necessary in order to enhance their tasks (McHart & Gilley,
2016). There are two types of knowledge tacit and explicit knowledge. In tacit knowledge, the
transfer of information is determined by the intuitive in nature, personal beliefs, and practices.
On the other hand, explicit knowledge is something more tangible in nature, as it can be found in
different means such as literatures, websites, databases, and can be extracted where needed. In
other words, the knowledge has been codified.
B. Knowledge Management Implementation Target
Permata Ibu Adventist Academy, Denpasar Bali.
Permata Ibu Adventist Academy is a K-9 school which located in Surapati Street IV/6,
Denpasar, Bali. The school was established in 1978 by considering the fact that no schools in the
island offered any weekday school. The school is divided into three levels: kindergarten,
elementary, and junior high school. As an Adventist school that supervised by the parent
organization, the school continues to observe the core values inherited from the Bible teachings.
Permata Ibu Adventist Academy is currently working on several facility’s renovation as well as
teachers’ recruitment. The school accepts students from various background, including nonChristian students. Number of students and operational cost hike have been one of the top
concerns in the school. Nevertheless, the school has been receiving donations from the
government education funds and organization fund. There are 117 students enrolled in the
schools and they are distributed into different levels. In the meantime, there are 12 active
teachers and 3 school administrative staffs that work for the school.
C. Adopted Knowledge Management Processes/Cycle
The researcher has decided to incorporate the knowledge management cycle based on the
idea of Meyer and Zack (2006). This model is extracted from the design and development of a
product and is meant to be logical and standardized. There are 5 cycles that can be depicted as
follows:
1.
Acquisition
5.
Presentation
2.
Refinement
KM
Cycle of
Meyer &
Zack (2006)
4.
Distribution
3.
Store
1. Data Acquisition
Acquired knowledge is the one that organizations receive from external sources. External
sources play a critical role in representing the full-scale view of the value chain for the
organization. It involves the preparation of a knowledge map and encoding them into a
knowledge base.
Implementing effective knowledge management systems and encouraging a culture of learning
and collaboration can help organizations to improve their approach about knowledge acquisition
processes.
Customers
Customer knowledge comes in different forms. Gerbert et al (2002) identify three different types:

Knowledge for customer: The knowledge that the customers can gain in order to satisfy
their knowledge needs.. It can include product, market, and supplier knowledge. It can be
sourced from our company or from other external sources like other customers and
competitors (Zanjani 2008).

Knowledge about customer: The kind of knowledge that enables us to know the
customer better, to understand their motivations, and to address them better. Includes
requirements, expectations, and purchasing activities.

Knowledge from customer: The kind of knowledge that deals with products, suppliers,
and markets. It can be used to improve our products and services.
Suppliers
Chan (2009) presents a classification for supplier knowledge based on the concepts outlined by
Gerbert et al (2002) regarding customer knowledge. These are:

Knowledge for suppliers: This is the knowledge that suppliers require and includes
"production needs and forecasts, inventory, products, customers, and markets" (Chan
2009).

Knowledge about suppliers: This is knowledge that is used to understand how the
supplier can match the requirements of the organization; provide insight regarding
quality, delivery, defects, financial risks etc.

Knowledge from suppliers: This refers to the knowledge that suppliers have gathered
from their dealings with the organization.
The KM initiatives and the role of IT are similar to the ones presented in the customer segment,
with the organization now taking on the role of customer. Knowledge acquisition in this case
also includes data and information which can be processed and used as building blocks for new
knowledge creation.
Gamble and Blackwell (2001) refer to compatible goals, cultural alignment, and leadership
commitment amongst the key factors for sustained, productive, long-term relationships.
Competitors
This deserves mention but it is a fairly straightforward aspect of KM. It simply involves
collecting, organizing and presenting the data, information, and knowledge that the firm has
acquired in such a way that one can search, retrieve, and analyze it. Some of this falls within the
scope of information management, but it is particularly the process of using these components to
create better decisions and new knowledge that is of interest here.
IT systems are very useful in this case, since the sources are largely explicit and presumably
require frequent updating and manipulation. Data mining and analysis, document management
systems with suitable search functions, and expert systems are most relevant here.
Partners/Alliances
Alliances intended to increase knowledge are a valuable potential resource. However these must
be properly managed. Key success factors include fostering trust, learning from your partner, and
effectively managing the creation of knowledge relevant to both parties. Knowledge transfer can
be facilitated by personnel exchanges, common projects and other forms of regular interaction,
technology sharing, etc. (Gamble & Blackwell 2001). Focusing on informal communication,
collaboration, and socialization is of paramount importance for valuable tacit knowledge
acquisition and for extending communities of practice beyond the firm's borders.
Chan (2009) once again formulates a set of knowledge types based around the work of Gerbert et
al (2002):

Knowledge for partners: Knowledge which satisfies their needs, including knowledge
about products, markets, and suppliers (Chan 2009).

Knowledge about partners: Knowledge acquisition focused on understanding the
ability of partners to perform their role in the relationship. Includes distribution channels,
products, services, etc.

Knowledge from partners: The knowledge that partners have accumulated from dealing
with the organization.
2. Refinement
Refinement means insert value, reorganization, relabeling and indexing. Refinement is
the primary source of value addition. The value addition could be physical (translation of
information among various media) or logical form (restructuring, relabeling, indexing,
and integrating) which helps in creating more readily usable knowledge objects and which store
the contents more flexibly for future use. Refining standardize (conforming to templates of a best
practice or lessons learned as used within that particular organization) the primary data by
cleaning up (sanitizing content so as to ensure complete anonymity of sources and key players
involved) the irrelevant materials. This phase creates value not only through producing usable
information, but also through allowing the information to be stored flexibly, in different formats
and on different media. Some of the specific processes in this phase involve the analysis,
interpretation, integration, synthesis, and standardization of information
3. Storage/Retrieval
Storage is a vital stage of this cycle because it creates a connection between the first two
stages. That is, it forms a bridge between the upstream acquisition and refinement stages that
feed the repository and downstream stages of product generation. It can be physical
(file folders, printed information) as well as digital (database), KM software. A system and
method for representing, storing and retrieving real-world knowledge on a computer or network
of computers is disclosed. Knowledge is broken down into permanent atomic “facts” which can
be stored in a standard relational database and processed very efficiently. It also provides for the
efficient querying of a knowledge base, efficient inference of new knowledge and translation into
and out of natural language. Queries can also be processed with full natural language
explanations of where the answers came from. The method can also be used in a distributed
fashion enabling the system to be a large network of computers and the technology can be
integrated into a web browser adding to the browser's functionality.
4. Distribution
Distribution means providing information to users through various media (print,
telephone, radio, television, email, fax and letters) and encompasses not only the medium of
delivery but also its timing, frequency, form, language, and so on. The warning of this phase is
that medium and content are interrelated. The process delivers the product to the end users.
Knowledge exchange allows for employees to communicate information within the organization.
Additionally, knowledge exchange can allow knowledge to be passed to other organizations.
Knowledge distribution can include the sharing of both implicit and explicit knowledge. Explicit
knowledge is accessible and generally easy both to share and communicate. Case studies are a
well-known explicit knowledge example. Alternatively, implicit knowledge such as
organizational culture is demonstrated through actions. The combination of explicit knowledge
and implicit knowledge within an organization is referred to as organizational memory.
Unfortunately, the organizational memory of a business can be lost. Examples of situations
where organization memory is lost could include improper document management or
information technology issues. Considering the consequences associated with organizational
memory loss, businesses should address data management and information technology issues
promptly. Additionally, best practices for data management and information technology would
support proactive measures instead of reactivity.
D. Proposed Knowledge Management Process
a. Inputs:
1.. Boosting Learning Achievements
Learning is essentially a conscious effort made by individuals to fulfill their needs. Every
learning activity carried out by students will produce changes in themselves. Bloom and
colleagues grouped them into cognitive, affective, and psychomotor areas.
2. School Surrounding Environment
Utilizing the surrounding environment of the school is a learning approach that seeks to increase
student involvement through the use of the environment as a source of learning. This approach
assumes that learning activities will attract the attention of students if what is learned is raised
from their environment, so that what is learned is related to life and beneficial to the
environment.
3. Entrepreneurship Program.
At present, many private schools are more advanced and of better quality than public schools,
because they are not bound by government funding allocations. This challenges public schools to
be able to be independent like private schools. Therefore, school principals must understand the
principles of entrepreneurship, then develop and incorporate them into the curriculum.
b. Outputs:
1. School Accountability The decentralization of education aims to provide the widest possible
authority to schools in managing education. The principle of school-based management refers to
giving the widest possible authority to schools.
2. Change of life through positive students’ habit: Education is a lifelong need. Every human being
needs education, no matter where or when they are. Education is very important because without
education, humans will have difficulty developing and even lagging behind. Therefore, education
must be directed properly to produce quality human beings who are able to compete and have good
morals and ethics.
c. Process:
Permata Ibu Adventist Academy, Denpasar Bali, believes on a holistic development that will
shape the students for their character development and to shine bright for the community where
they are interacted in. Below is the vision, mission, and philosophy of the school:
Vision: Each child will be well-equipped with the knowledge and abilities to “do the right thing”
and the relationship skills to “do the kind thing.” He or she will remain teachable throughout life
and truly “follow Jesus.”
Mission: To bless children and community – Permata Ibu Adventist Academy, Denpasar
provides a strong academic program with valuable enrichments in a Seventh-day Adventist
context.
Philosophy: Educating young people at the elementary school level provides the foundational
opportunity to shape how students see, live in, and relate to the world around them. At Rogers
School, students are encouraged to relate to a world that needs godly people who think clearly,
live responsibly, act nobly, and love generously, even as they plan for eternity.
E. Proposed Instrument for Process
1. School Benchmarking
Benchmarking is suitable for institutions of higher education. Benchmarking will help to
overcome resistance to change, provide a structure for external evaluation, and create new
networks of communication between schools where valuable information and experiences on
teaching and research can be shared. Benchmarking data helps educators and school
administrators to reform or realign both their administrative processes as well as the way that
they structure their lessons. Global benchmarking has also opened the door for schools to
collaborate with each other with the establishment of effective communication networks.
2. School Survey
Surveys have manifold benefits. They help enhance the efficiency of course structure,
provide insights into the levels of student satisfaction, and act as a means whereby students can
share their experiences in a transparent manner. They provide teachers the ability to make
modifications to their teachings in real-time. Additionally, schools/colleges can send
questionnaires to parents at home for a deeper understanding of their student's habits and their
home environment
3. Financial Support
Operational funding covers a school’s running costs, including the wages of all nonteaching staff, property maintenance, classroom materials, purchase and depreciation of capital
items, leases and rentals and staff professional development.
Operational funding is calculated using school rolls and other factors such as decile. It is
responsive to roll fluctuations.
The ministry pays it directly into your school’s bank account every three months. The amount of
the quarterly payments varies across the year.
4. Church
The church considers its responsibility to open the minds and souls of men and women to
the depth dimensions of their humanity and to the realities of the material world around them.
The Church is committed to a search for Truth and knowledge and the tool it can use best for this
is the tool of systematic education.
F. Proposed Position
1. School Administrators
Administrators are responsible for providing administrative support for an office or
department within a school. They play a crucial role in the day-to-day life of a school by
providing a wide range of administrative support to keep everything running as smoothly as
possible.
2. School Facilities
The management of a school’s facility – e.g., the condition of buildings, the availability
of teaching equipment, and the overall safety of the teaching environment – has a direct impact
on the outcome of education provided by staff to pupils.
A well-maintained facility is directly associated with higher student achievement. A school
building that is free from disruption increases teaching time and reduces teacher turnover by 25%
(Graham, 2018).
3. Teachers
The primary role of a teacher is to deliver classroom instruction that helps students learn.
To accomplish this, teachers must prepare effective lessons, grade student work and offer
feedback, manage classroom materials, productively navigate the curriculum, and collaborate
with other staff. Absorbing knowledge through a thorough classroom management is the linchpin
that makes teaching and learning achievable in the teaching learning process. It is the teacher
who plays the main role in planning, organizing procedures and resources, arranging the
environment to maximize efficiency, monitoring students' progress, anticipating potential
problems.
4. Parents
The need for a strong partnership between schools and families to educate children may
seem like common sense. In simpler times, this relationship was natural and easy to maintain.
Teachers and parents were often neighbors and found many occasions to discuss a child's
progress. Children heard the same messages from teachers and parents and understood that they
were expected to uphold the same standards at home and at school. Knowledge gained from the
parents will help the school to develop and thrive through their inputs and continuous dynamics.
G. Conclusion
Seventh-day Adventist School must become center of knowledge creating, delivering,
and learning for society. On international level, knowledge sharing policies between two and
more countries are going on. For the development of nation it is must. Discussions and exchange
of information is very common among staff, students and scholars now days. This is the base for
the generation of innovative concepts. Through open access movement everyone is able to access
the information through internet. But at local and institutional level attempts are required for
capturing tacit knowledge of individuals and sharing for new vision and mission. Knowledge
Management is a vital and effective tool in educational organizations and it can be applied in the
school environment.