Improving Team Performance with Organizational Learning and

Knowledge Sharing

Andi Hendrawan

1,2

, Hari Sucahyawati

, Kristian Cahyandi

, Indriyani

Mahasiswa Program Doktor Ilmu Manajemen UNSOED

Dosen Akademi Maritim Nusantara

Keywords: Organizational Learning, Knowledge Sharing, Team Performance.

Abstract: The organization is currently in a pace-filled environment. The speed of product development, customer

response, and troubleshooting can all have a dramatic effect on organizational and team performance levels.

The diversity of work and teamwork is crucial to the progress of any global organization in recent years.

Interesting and informative research in teamwork and teamwork is part of management-related issues.this

study aims to prove that organizational learning and knowledge sharing can improve team performance.

This study took a sample of 40 SMEs in the coastal areas of Cilacap district which is a marine engaged in

SMEs. The results showed that organizational learning and knowledge sharing can signifikan improve team

performance with a value of P = 0.00.

1 INTRODUCTION

Small and medium business sector plays a very

important role in building the economy of society.

This is especially when it is associated with the

economic empowerment of the community and the

amount of labor that the small and medium

enterprises can absorb. Besides having a strategic

meaning for development, small and medium

enterprises also serve as a means to state the results

of development that has been achieved.

The empowerment of SMEs is very strategic,

because of its great potential in mobilizing the

economic activities of the community, and at the

same time become the source of income of most

people in improving their welfare. In 2006, the role

of SMEs on the creation of national GDP at current

prices was recorded at Rp. 1,786.22 trillion

(53.49%), small business contribution was recorded

at Rp. 1,253.36 trillion (37.53%) and medium

enterprises amounting to Rp. 532.86 trillion

(15.96%) of the total national GDP,

In Law No.20 / 2008 on SMEs, it is defined that

empowerment is an effort made by the Government,

Regional Government, Business, and Society

synergistically in the form of climate growth and

business development towards SMEs so as to grow

and develop into a tough and independent business.

Principles of empowerment of micro, small and

medium enterprises are: (a) The growth of self-

reliance, togetherness, and entrepreneurship of

micro, small and medium enterprises to work with

their own initiative. (b) The manifestation of

transparent, accountable, and fair public policies. (c)

Market development based on regional potential and

market oriented in accordance with the competence

of Micro, Small and Medium Enterprises. (d)

Increasing the competitiveness of micro, small and

medium enterprises and entrepreneurship is very big

role in the development of a country's economic

growth

Aaker (1993) states that assets and skills or

assets and competencies are the most basic

instruments to generate competitiveness.

Organizational innovation is important for

companies to compete dynamically with a growing

business environment (Dooley and Sulivan, 2003),

as some researchers suggest that innovation is one

tool to sustain growth and achieve business

performance (Cottam et al 2001)

National economic development in Indonesia,

which became the priority of Micro Small and

Medium Enterprises (MSMEs). SMEs become the

backbone of the populist economic system to reduce

poverty problems and its development can expand

the economic base and can contribute significantly

in improving the regional economy and national

economic resilience(Hubeis et al., 2015; Azilani,

Adibrata and Clement, 2017).

The empowerment of SMEs in the midst of

globalization and high competition make SMEs

must be able to face global challenge such as

510

Hendrawan, A., Sucahyawati, H., Cahyandi, K. and Indriyani, .

Improving Team Performance with Organizational Learning and Knowledge Sharing.

DOI: 10.5220/0009023300002297

In Proceedings of the Borneo International Conference on Education and Social Sciences (BICESS 2018), pages 510-517

ISBN: 978-989-758-470-1

improving product and service innovation, human

resource and technology development, and

expansion of marketing area. This needs to be done

to increase the selling value of SMEs, especially in

order to compete with foreign products that

increasingly membajiri industrial and manufacturing

centers in Indonesia, given the SMEs is the

economic sector that is able to absorb the largest

workforce in Indonesia (Sudaryanto 2011).

The results of the study Ardiana, et al. (2010)

related to the development of human resource

competence and its effect on the performance of

SMEs in Surabaya found that the competence of

human resources (knowledge, skills and abilities)

affect the company performance. The higher the

competencies of SMEs, the higher the performance

of the company. Similar studies have also been

conducted. Research Sulistyandari et al (2016)

competence of human resources have a positive and

significant impact on company performance. This

means that the higher the competence of human

resources will further improve the performance of

the company is shown by the higher profits of the

company.

Knowledge sharing within an organization is a

very important thing. This issue arises when a

person leaves the organization with his/her

intellectual property without sharing their

knowledge (knowledge walkouts)]. This would be

very detrimental to the organization(Munir, 2010)

George Freedman (1988) who said that an

organization needs to support the existence of

innovation activities, because companies that

implement innovation activities provide marketers

members to apply new ideas in marketing the

product, so that innovation activity is one of the

policies made by the company in giving direction on

innovation activities.

The number of brilliant organizations that fail

and can not maintain its existence because the

organizations stop learning and can not adjust to the

development of the era and technology. To be able

to maintain the existence and performance of the

organization then needed an organizational learning

process. The learning process can be achieved if the

organization can have the ability to think and act

more quickly in response to every change (Senge,

1990). Organizations that are able to perform the

learning process is called the learning organization

The organization is currently in a pace-filled

environment. The speed of product development,

customer response, and troubleshooting can all have

a dramatic effect on organizational and team

performance levels.

The diversity of work and teamwork is crucial to

the progress of any global organization in recent

years. Interesting and informative research in

teamwork and teamwork is part of management-

related issues. Management theorists have shifted

from using the term 'working group' to 'team' and

they argue that the team produces better

performance than the working group (Katzenbach

and Smith, 1991).

The success and performance of the team in a

particular field of work is determined by the level of

competence, professionalism and also its

commitment to the field it is engaged in. An

organizational commitment shows a person's power

in identifying his involvement in an organizational

part (Modway, Porter & Steer in Trianingsih, 2004).

Organizational commitment therefore creates a sense

of belonging to the workers towards the

organization.

According to Simamora (1997) competence

associated with one's skills in carrying out a job or

productivity, that the extent to which a person in

work to achieve satisfactory results. Meanwhile,

according to Winardi (2007) the competence of an

individual to continue to run the business in

undergoing various tasks to succeed that can be done

by someone. The overall competence of individual

personnel is essentially shaped by the properties and

competencies each organizer must possess to

continue to foster "initiative." While Lowser and

Poter define Competence as individual

characteristics such as intelligence, manual skill,

traits that are a potential power of someone to do

and is stable (As'ad, 2000) .The competence of the

individual is at least determined by three basic

conditions: sensory and cognitive conditions,

knowledge of the correct way of response, and the

competence to carry out the response So the

competence is what one can do and not what he does

do.

2 LITERATURE REVIEW

2.1 Knowledge Sharing

According to Davenport and Prusak (1998),

knowledge or knowledge, not data, nor information,

but difficult to separate from both. The difference

between data, information and knowledge is often

only a matter of degree of depth, where knowledge

is seen as something more 'deep' than information,

let alone data. Information, as the name implies

should do its job, ie inform. The word "inform"

originally means giving shape to something, and

information is intended to form the person who

receives it. Precisely, shaping the receiver's outlook;

So the recipient decides - not the sender of the

Improving Team Performance with Organizational Learning and Knowledge Sharing

511

message - whether the message received is already

information or still in the form of data. That is by

assessing whether the message received really

shapes his perspective as the recipient of the

message(Munir, 2010)

Distinguish knowledge of a group's method of

sharing knowledge, techniques, experiences and

ideas they have with other members. According to

Subagyo (2007) knowledge sharing is one method or

one of the steps in knowledge management that is

used to provide opportunities to members of a group,

organization(Firmaiansyah, 2014) Individual

knowledge is the basic capital of each individual to

be able to contribute the best in the company. The

shared knowledge of individuals will form an

equally high-profile team, so that between

individuals it is easy to communicate and impact on

the flexibility of the individual's work and ultimately

to increase the company's performance(Harapan

Tarigan et al., 2012)

Knowledge sharing occurs at the level of

individuals and organizations. For individual

employees, knowledge sharing is to talk to their

colleagues to help them get things could be done

better, faster, or more efficiently. For an

organization, knowledge sharing is to capturing,

organizing, reusing and transferring experience-

based knowledge within the organization so that

knowledge is available that can be used by others in

the business In a knowledge-based organization such

as a university or college, knowledge sharing is very

important because most of the employees are

knowledge workers. In the world of education,

effective knowledge sharing will lead scholars to

realize and develop their full potential. Educational

institutions play an important

role in knowledge creation. Tacit knowledge is

created or obtained by the academics, embedded in

their minds, is the intellectual capital of the

institution . Competitive advantage can be obtained

if the knowledge be shared to those who need it so

as to obtain benefits.

Knowledge also includes assessment and "rules

practical "system developed over time through trial

and error Knowledge is complex and controversial,

and can be interpreted in various ways.Most of the

knowledge management literature sees knowledge in

very broad terms, which basically includes tacit and

explicit organizational knowledge This includes

structured data, patents, programs and procedures, as

well as intangible knowledge and capabilities

possessed by everyone(Subroto, 2005)

2.2 Learning Organization (Learning

Organization)

Based on Senge (1990), learning organization is an

organization where people continuously develop

their capacity to achieve the results they really want,

where new thinking patterns are nurtured, shared

aspirations are freed, and people continually learn

how to learn together .

Khandekar and Sharma (2006) argued that

organizational learning is a process to gain

knowledge, both personal and group that try to apply

into the work they are doing affect the ability as a

source of competitive advantage. The quality of

organizational learning can be defined as a good /

poor level of learning within the organization that

each member is expected to collectively receive and

collect information and knowledge according to the

needs and capabilities of each individual, which is

then interpreted and acted upon the interpretation of

the information, which then produces something

(output) that can be measured by numbers or that

can be matched with numbers

Learning organizations have different

dimensions and characteristics with organizations

that do not learn. Senge (1990) states that learning

organizations have five dimensions of personal

skills, mental models, shared vision, team learning

and system thinking. Watkins and Marsick (2003)

argue that there are seven learning organizational

dimensions: continuous learning, inquiry and

dialogue, team learning, empowerment, embedded

systems, system connections, and strategic ledership.

Furthermore, Marquardt (2002) describes five

models of learning organisation consisting of

learning, organization, organization, knowledge, and

technology. All these dimensions are needed to

maximize learning in the organization so as to form

a successful and successful learner organization.

The variable indicator for learning organization

is the 7 dimensions proposed by Marsick and

Watkins (2003). These indicators include:

a. Create continuos learning capabilities: Learning

is designed in working so that people can learn

in their work; opportunities are provided for

education and sustainable growth.

b. Promote inquiry and dialogue: Members of the

organization acquire productive reasoning skills

to express their views and the capacity to listen

to and inquire about the views of others; culture

is altered to support questions, feedback and

experimentation.

c. Encourage collaboration and team learning:

Work is designed to utilize groups to access

different ways of thinking; groups are expected

BICESS 2018 - Borneo International Conference On Education And Social

512

to learn and learn together; collaboration is

valued in culture.

d. Provide strategic leadership for learning:

Leadership model, champion and support

learning; leadership uses strategic learning for

business outcomes.

e. Empower people toward a collective vision:

Members of the organization are involved in

setting, owning and implementing a shared

vision; responsibilities are distributed close to

the decision maker so that people are motivated

to learn what they are asked to account for.

f. Connect the organization to its environment:

Members of the organization are helped to see

the effect of their work on the company as a

whole; Members of the organization observe the

environment and use information to adapt their

work practices; organizations connected with

their communities.

g. Create systems to capture and share learning:

Creating and integrating technology systems,

both high and low, for sharing learning; access

is provided; system is set.

2.3 Team Performance

Nurick & Thamhain (1999) explains that there are

four specific variables that will affect the

performance of a project team to achieve, namely

leadership variables, task-related variables, its

members (people-related), and organizational

variables (organizational variables). Bubshait &

Farooq (2003) mentioned the factors affecting the

quality and effectiveness of a project team is divided

into four parts: Variables related to leadership style,

Variables related to tasks, Variables related to team

members, Variables related to the organization or

company.

Team work within a company can be defined as

a set of people who interact with each other,

psychologically having a sense of

interconnectedness and working together as a group

(Schein 1988 in Senior and Swailes 2004). The work

team can also be defined as employees from

different divisions, such as financial, marketing,

production or other expert divisions of a company

(Sisaye 2005). Effective work teams have several

characteristics, including working together to

achieve company goals, having dependence and

trusting each other and making decisions based on

mutual agreement (Mullins 2002 in Senior and

Swailes 2004). Team performance is a key

determinant and is often used as an indicator of the

success of a company (Stashevsky and Koslowsky

2006). In order for a working group to work

effectively, each member of the group should have

their own duties and roles. The role of work (task

roles) is an effort made by each member of the

group so that all activities can be well coordinated.

In addition, through a clear job role will be obtained

new ideas and can solve the problem well (Chong

2007).

Torrelles (2011) understands the competence

of teamwork as "a set of knowledge, skills and

attitudes needed to work with others in the task and

achieve common goals, share information, distribute

tasks, take responsibility, solve problems and

contribute to improvements and collective

development. ".

3 METHODOLOGY

The number of samples of 40 teams selected by

Random Sampling Method of 130 SMEs (Small and

Medium Micro Enterprises) in the region of Cilacap

Regency. which is engaged in various fields. The

data were collected by questionnaire, observation,

and interview. The research instrument used a Likert

scale that has been modified on a scale of 1-7.

Analysis technique using regeresis analysis and

correlation of computer program SPSS 15.

Instrument validity test is done by calculating the

product moment correlation value from each item

statement and got result that all items of question

have value above 0,3 which mean all item statement

in questionnaire is valid. Reliability test is done by

calculating the value of alpha coefficient of all

variables and obtained the results of all variables

indicate values above 0.60 which means all variables

are reliable.

4 RESULTS AND DISCUSSION

The result of the research is shown in Table 1, the

correlation between the variables shows that

between the variables of knowledge sharing,

organizational learning and team performance are

positively correlated so that it can be concluded that

the three variables are related and positive. the

implementation of the concept of learning

organization to make competence and firm

performance increases. This shows that the

implementation of the concept of learning

organization makes various ideas, knowledge, the

competence of someone who has been buried so far

can appear to be a real action that is very valuable to

the organization (Yulia and Hatane, 2015).

Improving Team Performance with Organizational Learning and Knowledge Sharing

513

Table 1 Correlations

Knowledge

Sharing

Organization

Learning

Team

Performance

Knowledge Sharing

Pearson Correlation 1 .631

.733

Sig. (2-tailed) .000 .000

N 40 40 40

Organization Learning

Pearson Correlation .631

1 .655

Sig. (2-tailed) .000 .000

N 40 40 40

Team Performance

Pearson Correlation .733

.655

Sig. (2-tailed) .000 .000

N 40 40 40

**. Correlation is significant at the 0.01 level (2-tailed).

Table 2: Regression Coefficients

Model

Unstandardized

Coefficients

Standardi

zed

Coefficie

nts

T Si

95%

Confidence Interval

for B

Std.

Erro

Beta

Lower

Boun

Upper

Boun

1 (Constant) 12.25

2.925

4.1

6.331

18.18

Knowledge

Sharin

.523 .132 .532

3.9

.256 .791

Organization

Learnin

.314 .132 .319

2.3

.047 .581

The influence of knowledge sharing on team

performance is 0.532 or 53.2% and the influence of

organizational learning on performance is

31.9%.Result of test (Srimulatsih,

2006)analysisregressionshows thatemployee

attitudes are positively related to the learning

organization. In this study, the organization realizes

that employees are a very important asset in an

organization. Employees have the ability to accept

and apply the learning process to their respective

jobs. Focus studies on values and beliefs along with

organizational learning. In this regard, we are

concerned with how managers perceive certain

aspects of the learning process such as the value of

cross-functional work, inter-connectedness of

different parts of the organization and whether there

is a mechanism for sharing knowledge and

experience (Hult et al., 2003). Organizational

learning is valuable to corporate customers because

it focuses on understanding and effectively

satisfying their expressions and hidden needs

through new products, services and ways of doing

business(Handrimurtjahjo and Kuncoro, 2012).

BICESS 2018 - Borneo International Conference On Education And Social

514

Table 3.

Model R R Square

Adjusted

R Square

1 .774

.599 .577

The effect of knowledge sharing and learning on

performance improvement is 77.4% and 22.3% is

influenced by other factors. Research (Arini,

2015)based on the results of this study indicate that

organizational learning and competence significantly

influence the performance of employees of PT.

International Chemical Industry.Organizational

learning refers to the intellectual enhancement and

productive capabilities gained through the

commitment of the entire organization and the

opportunity to make continuous improvement.

Organizational learning is also a process of

obtaining knowledge individually and in groups that

are willing to apply it to their work in making

decisions and influencing each other as dynamic

capacity as a source of competitive

advantage(Wahyudi and Assegaff, 2011)

Organizational change can be grouped into four

categories ie structure, technology, physical settings

and people distinguishes the types of changes that

include technological, product, structural and

cultural / human changes. All forms of change in the

organization have consequences on the readiness

and ability of its members to adapt psychologically,

knowledge and skills related to these changes.

Organizational change in the design of a learning

organization focuses on changing people, ie making

changes in attitudes, skills, expectations, perceptions

and or behavior of employees.

5 CONCLUSION

Based on the research results can be summarized as

follows:

1. There is influence knowledge sharing on team

performance with value P = 0.00

2. There is influence of organizational learning on

team performance with a value of P = 0.00

3. There is the influence of knowledge sharing and

organizational learning on team performance

with a value of P = 0.00

Improving team performance can be pursued by

developing and implementing knowledge sharing

and organizational learning.

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