Keywords
knowledge conversion
digital innovation
local government
developing countries
How to Cite
Abstract
This study examines the knowledge-conversion process supporting a locally developed digital asset-management innovation and identifies contextual factors that facilitate or constrain each conversion phase. A qualitative single-case study with an interpretivist paradigm was conducted at the Regional Finance Agency of Kepahiang Regency, Bengkulu Province, Indonesia. Data were collected through semi-structured interviews with eight informants between January and March 2026, non-participant observation, and document analysis. Analysis adapted the four-mode knowledge-conversion framework within an interactive qualitative model. Socialisation occurred through hands-on learning, screen demonstrations, and a messaging group functioning as a digital community of practice, supported by cross-generational trust. Externalisation was constrained by tacit technical complexity and incomplete procedures. Combination standardised procedures across agencies but remained institutionally exclusive. Internalisation was efficient yet accompanied by perceptions of additional workload. A single agency and eight informants limit transferability. The study offers a feasible knowledge-management model for resource-constrained local governments. It identifies trust-based local knowledge sharing and proposes perceived workload alignment as a precondition for internalisation.
References
Al-Busaidi, K. A., & Olfman, L. (2017). Knowledge sharing through inter-organizational knowledge sharing systems. VINE Journal of Information and Knowledge Management Systems, 47(1), 110-136.
Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136. https://doi.org/10.2307/3250961
Bratianu, C. (2010). A critical analysis of Nonaka’s model of knowledge dynamics. Electronic Journal of Knowledge Management, 8(2), 193-200.
Candi, M., Roberts, D. L., Marion, T., & Barczak, G. (2019). Social strategy to gain knowledge for innovation. British Journal of Management, 30(3), 465-482. https://doi.org/10.1111/1467-8551.12280
Creswell, J. W. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications.
Gourlay, S. (2006). Conceptualizing knowledge creation: A critique of Nonaka’s theory. Journal of Management Studies, 43(7), 1415-1436. https://doi.org/10.1111/j.1467-6486.2006.00637.x
Heeks, R. (2012). Implementing and managing eGovernment: An international text. SAGE Publications. https://doi.org/10.4135/9781446220191
Juwandi, R., Sundawa, D., Bestari, P., & Syaifullah, S. (2025). Transformasi digital pelayanan publik: Urgensi penguatan etika dan karakter dalam kebijakan inovatif. Jurnal Moral Kemasyarakatan, 10(1). https://doi.org/10.21067/jmk.v10i1.11019
Mergel, I., Edelmann, N., & Haug, N. (2019). Defining digital transformation: Results from expert interviews. Government Information Quarterly, 36(4), 101385. https://doi.org/10.1016/j.giq.2019.06.002
Miles, M. B., Huberman, A. M., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). SAGE Publications.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Peraturan Badan Riset dan Inovasi Nasional Nomor 2 Tahun 2024 tentang pedoman manajemen pengetahuan Sistem Pemerintahan Berbasis Elektronik. (2024).
Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Nomor 14 Tahun 2011 tentang pedoman pelaksanaan program manajemen pengetahuan. (2011).
Peraturan Presiden Nomor 132 Tahun 2022 tentang arsitektur Sistem Pemerintahan Berbasis Elektronik Nasional. (2022).
Peraturan Presiden Nomor 82 Tahun 2023 tentang percepatan transformasi digital dan keterpaduan layanan digital nasional. (2023).
Peraturan Presiden Nomor 95 Tahun 2018 tentang Sistem Pemerintahan Berbasis Elektronik. (2018).
Polanyi, M. (1966). The tacit dimension. Routledge and Kegan Paul.
Prensky, M. (2001). Digital natives, digital immigrants. On the Horizon, 9(5), 1-6. https://doi.org/10.1108/10748120110424816
Probst, G., Raub, S., & Romhardt, K. (2000). Managing knowledge: Building blocks for success. John Wiley and Sons.
Silva, P. (2015). Davis’ technology acceptance model. In Information seeking behavior and technology adoption (pp. 205-219). IGI Global. https://doi.org/10.4018/978-1-4666-8156-9.ch013
Syed-Ikhsan, S. O. S., & Rowland, F. (2004). Knowledge management in a public organization: A study on the relationship between organizational elements and the performance of knowledge transfer. Journal of Knowledge Management, 8(2), 95-111. https://doi.org/10.1108/13673270410529145
Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144. https://doi.org/10.1016/j.jsis.2019.01.003
von Hippel, E. (1994). Sticky information and the locus of problem solving: Implications for innovation. Management Science, 40(4), 429-439. https://doi.org/10.1287/mnsc.40.4.429