PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN BUDAYA ORGANISASI TERHADAP IMPLEMENTASI KNOWLEDGE MANAGEMENT PADA LEARNING CENTER GROUP PT. BANK MANDIRI (PERSERO)Tbk :Studi Persepsional Pada Karyawan Learning Center Group Bank Mandiri

• Main Author: Satyagraha, Tomy (Author)
• Format: Book
• Published: 2010-01-01.
• Subjects: Thesis; NonPeerReviewed
• Online Access: Link Metadata
• Notes: http://repository.upi.edu/10178/1/t_mb_0808127_table_of_content.pdf; http://repository.upi.edu/10178/3/t_mb_0808127_chapter1.pdf; http://repository.upi.edu/10178/4/t_mb_0808127_chapter2.pdf; http://repository.upi.edu/10178/2/t_mb_0808127_chapter3.pdf; http://repository.upi.edu/10178/7/t_mb_0808127_chapter4.pdf; http://repository.upi.edu/10178/6/t_mb_0808127_chapter5.pdf; http://repository.upi.edu/10178/5/t_mb_0808127_bibliography.pdf
• Keywords: L Education (General)

The issue of this thesis is the problems of knowledge managament implementation at Learning Center Group PT Bank Mandiri (Persero) Tbk. The study is focused on the factors that influence the implementation of knowledge management which are transformational leadership and organizational culture. This research uses the explanatory survey method, collecting data with questionnaire from the 54 officers as sample at Learning Center Group PT Bank Mandiri (Persero) Tbk. The data analysis used in this research is Path Analysis Model to identify the effect of exogenous variables on endogenous variables. The t-test and F-test are used as statistical test. The findings indicate that the simultaneously effect of transformational leadership and organizational culture is 0,5604 (56,04 %). Based on path analysis, coefficient of X1 to Y and X2 to Y both are positive, which mean that statistically transformational leadership and organizational culture have effect to knowledge management implementation, however transformational leadership is less significant. Partially, transformational leadership has 1,6 % effect and organizational culture has 51,2 % effect to knowledge management. There are residual variables beside the observed variables which also effect the implementation of knowledge management as much as 44,96 %. There are several suggestions to level up the implementation of knowledge management in organizations: 1) establish rewards dan recognitions programmes and policies in order to motivate employees to conduct knowledge management initiatives, 2) leaders should give more attention to develop employee's knowledge, and 3) establish culture internalization programmes and enchanced them by the cultural values that in line with business demands on knowledge-economy era.