Main Article Content

Abstract

This study evaluates the integration of learning models within the Ministry of Finance of Indonesia, using the SECI model as a theoretical framework to assess knowledge management practices. The research addresses the urgent need for effective knowledge integration in public sector organizations, particularly in light of the Ministry’s adoption of the 70:20:10 learning model. The primary objective is to analyze the alignment of this model with the SECI framework and identify areas for improvement in knowledge management practices. A quantitative research design was employed, utilizing Importance-Performance Analysis (IPA) to assess the perceived importance and performance of three integrated learning models: Learning from Experience, Social Learning, and Formal Learning. Data were collected from 382 employees using surveys based on a 1-5 Likert scale. The results indicate significant gaps in the integration of explicit knowledge, particularly in the Learning from Experience and Social Learning models. These models were found to lack sufficient structures for organizing and disseminating explicit knowledge, which hindered their effectiveness. The study recommends the development of a centralized knowledge management system, standardized documentation guidelines, and enhanced collaborative learning environments to address these gaps. This research contributes to the theoretical understanding of the SECI model in public sector learning environments and offers practical insights for improving knowledge management strategies. The findings provide valuable implications for policy and decision-making, aiming to optimize learning processes and enhance organizational performance in public sector institutions.

Keywords

Integrated learning SECI model 70:20:10 learning model Public sector knowledge management

Article Details

How to Cite
Muhammadan, S. A., Ma’arif, M. S., & Suhendi, S. (2025). Evaluating integrated learning: A SECI model approach through importance-performance analysis. Asian Management and Business Review, 5(2), 366–382. https://doi.org/10.20885/AMBR.vol5.iss2.art8

References

  1. Adesina, A. O., & Ocholla, D. N. (2019). The SECI model in knowledge management practices: past, present and future. Mousaion, 37(3). https://doi.org/10.25159/2663-659x/6557
  2. Alimuddin, Z., Tjakraatmadja, J., Ghazali, A., & Ginting, H. (2021). Using SECI to improve teachers’ pedagogical content knowledge. Electronic Journal of Knowledge Management, 19(1), 1-14. https://doi.org/10.34190/ejkm.19.1.2146
  3. Amenumey, E. and Badu, Y. (2024). Leaders’ experiences of integrated leadership development in higher education. International Journal of African Higher Education, 10(2), 113-137. https://doi.org/10.6017/ijahe.v10i2.17617
  4. Anand, A., Kringelum, L., Madsen, C., & Selivanovskikh, L. (2020). Interorganizational learning: a bibliometric review and research agenda. The Learning Organization, 28(2), 111-136. https://doi.org/10.1108/tlo-02-2020-0023
  5. Azeez, F. and Aboobaker, N. (2024). Exploring new frontiers of experiential learning landscape: a hybrid review. The Learning Organization, 31(6), 985-1007. https://doi.org/10.1108/tlo-02-2023-0022
  6. Bajardi, A., Porta, G., Álvarez-Rodríguez, D., & Francucci, C. (2015). Id@rt experience: a transnational blended-learning project founded on visual culture. International Journal of Emerging Technologies in Learning (Ijet), 10(2), 17. https://doi.org/10.3991/ijet.v10i2.4283
  7. Baldé, M., Ferreira, A., & Maynard, T. (2018). SECI driven creativity: the role of team trust and intrinsic motivation. Journal of Knowledge Management, 22(8), 1688-1711. https://doi.org/10.1108/jkm-06-2017-0241
  8. Barnett, R., Johansson, K., Kourkoumelis, C., Long, L., Pequenão, J., Reimers, C., … & Watkins, P. (2011). Learning with the Atlas experiment at CERN. Physics Education, 47(1), 28-37. https://doi.org/10.1088/0031-9120/47/1/28
  9. Blackman, D. A., Johnson, S. J., Buick, F., Faifua, D. E., O’Donnell, M., & Forsythe, M. (2016). The 70:20:10 model for learning and development: an effective model for capability development?. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 10745). Briarcliff Manor, NY 10510: Academy of Management. https://doi.org/10.5465/ambpp.2016.10745abstract
  10. Bromiley, P., & Rau, D. (2015). Operations management and the resource based view: another view. Journal of Operations Management, 41(1), 95-106. https://doi.org/10.1016/j.jom.2015.11.003
  11. Cameron, R., Edwards, C., & Harper, G. (2024). Workplace leadership development practices: an environmental scan. Merits, 4(1), 35-50. https://doi.org/10.3390/merits4010003
  12. Cheng, E. (2020). Knowledge management for improving school strategic planning. Educational Management Administration & Leadership, 49(5), 824-840. https://doi.org/10.1177/1741143220918255
  13. Chidiadi, A. (2024). Effect of knowledge management practices on organizational performance in African SMEs. African Journal of Information and Knowledge Management, 2(1), 26-36. https://doi.org/10.47604/ajikm.2265
  14. DeRue, D., Nahrgang, J., Hollenbeck, J., & Workman, K. (2012). A quasi-experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97(5), 997-1015. https://doi.org/10.1037/a0028244
  15. Dinh, T., Rinfret, L., Raymond, L., & Thi, B. (2013). Towards the reconciliation of knowledge management and e‐collaboration systems. Interactive Technology and Smart Education, 10(2), 95-115. https://doi.org/10.1108/itse-09-2012-0022
  16. Dong, Y., Bartol, K., Zhang, Z., & Li, C. (2016). Enhancing employee creativity via individual skill development and team knowledge sharing: influences of dual‐focused transformational leadership. Journal of Organizational Behavior, 38(3), 439-458. https://doi.org/10.1002/job.2134
  17. Elim, I., Wangkar, A., Runtu, T., & Latjandu, L. (2022). Public sector accounting and organizational performance: study in Indonesian health care industry. Hasanuddin Economics and Business Review, 5(3), 77-81. https://doi.org/10.26487/hebr.v5i3.3410
  18. Enstroem, R. & Schmaltz, R. (2023). A juggler’s manifesto: elevating creativity to stay productive amid uncertainty. The Journal of Management Development, 42(5), 340-351. https://doi.org/10.1108/jmd-04-2023-0101
  19. Erice, D., Questier, F., Luján, D., & Zhu, C. (2012). Linking e-learning tools with experiential knowledge production in higher education teaching-learning processes: the case of open source LMS. International Journal of Information and Education Technology, 327-330. https://doi.org/10.7763/ijiet.2012.v2.143
  20. Franzen, R. (2020). An engaged scholarship approach to create and evaluate a leadership development program for students. Journal of Leadership Education, 19(3), 89-96. https://doi.org/10.12806/v19/i3/a5
  21. Freeth, D. & Reeves, S. (2004). Learning to work together: using the presage, process, product (3p) model to highlight decisions and possibilities. Journal of Interprofessional Care, 18(1), 43-56. https://doi.org/10.1080/13561820310001608221
  22. Gadenne, D., Mia, L., Sands, J., Winata, L., & Hooi, G. (2012). The influence of sustainability performance management practices on organisational sustainability performance. Journal of Accounting & Organizational Change, 8(2), 210-235. https://doi.org/10.1108/18325911211230380
  23. García, F., Grabot, B., & Paché, G. (2023). Creating and sharing interorganizational knowledge through a supply chain 4.0 project. Journal of Global Information Management, 31(1), 1-19. https://doi.org/10.4018/jgim.313187
  24. Grove, A., Meredith, J., Macintyre, M., Angelis, J., & Neailey, K. (2010). UK health visiting: challenges faced during lean implementation. Leadership in Health Services, 23(3), 204-218. https://doi.org/10.1108/17511871011061037
  25. Guo, W. (2019). Collaborative knowledge management for corporate ecological responsibility. Data Technologies and Applications, 53(3), 304-317. https://doi.org/10.1108/dta-01-2019-0003
  26. Goswami, A., & Agrawal, R. (2021). Does ethical leadership and psychological capital promote knowledge creation? an empirical study of research organizations. Vine Journal of Information and Knowledge Management Systems, 53(6), 1307-1331. https://doi.org/10.1108/vjikms-07-2021-0113
  27. Hadiwidjaja, R., Siregar, H., & Sailah, I. (2024). A student satisfaction framework for evaluating quality and priority service in management of open and distance education in Indonesia. Asia-Pacific Management Accounting Journal, 19(1), 183-207. https://doi.org/10.24191/apmaj.v19i1-08
  28. Hashimoto, G., Fujiwara, T., Suzuki, M., Okuda, H., Ise, J., & Shioya, M. (2015). Multi-agent-based simulation of knowledge propagation in organizations. Electronics and Communications in Japan, 98(7), 22-33. https://doi.org/10.1002/ecj.11685
  29. Heisig, P. and Kannan, S. (2020). Knowledge management: does gender matter? a systematic review of literature. Journal of Knowledge Management, 24(6), 1315-1342. https://doi.org/10.1108/jkm-08-2018-0472
  30. Huerta-Chávez, I. (2023). Knowledge management in the public sector: a model with structural equations. Journal-Public Economy, 28-45. https://doi.org/10.35429/jpe.2023.12.7.28.45
  31. Huynh, Q. (2023). Effect of marketing strategy on organizational efficacy via managerial accounting. Marketing and Management of Innovations, 14(4), 84-98. https://doi.org/10.21272/mmi.2023.4-06
  32. Isaac, S., & Michael, W. B. (1995). Handbook in Research and Evaluation. San Diego: EdiTS.
  33. Jääskeläinen, A., Sillanpää, V., Helander, N., Leskelä, R., Haavisto, I., Laasonen, V., … & Torkki, P. (2020). Designing a maturity model for analyzing information and knowledge management in the public sector. Vine Journal of Information and Knowledge Management Systems, 52(1), 120-140. https://doi.org/10.1108/vjikms-01-2020-0017
  34. Jahre, M. (2017). Humanitarian supply chain strategies – a review of how actors mitigate supply chain risks. Journal of Humanitarian Logistics and Supply Chain Management, 7(2), 82-101. https://doi.org/10.1108/jhlscm-12-2016-0043
  35. Jaworski, B. (2011). On managerial relevance. Journal of Marketing, 75(4), 211-224. https://doi.org/10.1509/jmkg.75.4.211
  36. Johnson, S. J., Blackman, D. A., & Buick, F. (2018). The 70:20:10 framework and the transfer of learning. Human Resource Development Quarterly, 29(4), 383-402. https://doi.org/10.1002/hrdq.21330
  37. Kamarova, S., Gagné, M., Holtrop, D., & Dunlop, P. (2024). Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change. Journal of Organizational Behavior, 46(2), 263-287. https://doi.org/10.1002/job.2832
  38. Khalifa, M., Gooden, M., & Davis, J. (2016). Culturally responsive school leadership. Review of Educational Research, 86(4), 1272-1311. https://doi.org/10.3102/0034654316630383
  39. Kvedaraitė, N., Jasnauskaitė, R., Geležinienė, R., & Strazdienė, G. (2013). Forms of educational activities that enhance self-directed learning of adults. Problems of Education in the 21st Century, 56(1), 74-85. https://doi.org/10.33225/pec/13.56.74
  40. Leal, M., Leal, C., & Silva, R. (2023). Innovative behavior in startups: an empirical study. Administrative Sciences, 13(12), 256. https://doi.org/10.3390/admsci13120256
  41. Lee, Y., & Sözen, E. (2018). Who knows more about food allergies – restaurant managerial staff or employees?. British Food Journal, 120(4), 876-890. https://doi.org/10.1108/bfj-07-2017-0387
  42. Lerro, A. & Schiuma, G. (2013). Intellectual capital assessment practices: overview and managerial implications. Journal of Intellectual Capital, 14(3), 352-359. https://doi.org/10.1108/jic-03-2013-0041
  43. Li, M., Liu, H., & Zhou, J. (2018). G-seci model-based knowledge creation for cops innovation: the role of grey knowledge. Journal of Knowledge Management, 22(4), 887-911. https://doi.org/10.1108/jkm-10-2016-0458
  44. Lipinski, T., Nelson, S., Spiteri, L., Wolfram, D., & Zahrt, C. (2023). Prior learning assessment. Proceedings of the Alise Annual Conference. https://doi.org/10.21900/j.alise.2023.1254
  45. Macdiarmid, R., Winnington, R., & Merrick, E. (2019). Exploring case based clinical learning in graduate-entry nursing. Pacific Journal of Technology Enhanced Learning, 2(1), 29-30. https://doi.org/10.24135/pjtel.v2i1.57
  46. Marthin, A., Dewi, F., & Gamayuni, R. (2021). Performance audit in the public sector: A bibliometric analysis in the international journal. Asian Journal of Economics Business and Accounting, 21(1), 29-38. https://doi.org/10.9734/ajeba/2021/v21i130337
  47. Mohammed, A., Baig, A., & Gururajan, R. (2019). The effect of talent management processes on knowledge creation. Journal of Industry-University Collaboration, 1(3), 132-152. https://doi.org/10.1108/jiuc-05-2019-0010
  48. Moreira, L., Mendes, D., Fontainha, T., & Leiras, A. (2022). Managerial models for disaster and humanitarian operations: enhancing empirical validation through case studies of disaster responses in Haiti. Journal of Humanitarian Logistics and Supply Chain Management, 12(3), 359-381. https://doi.org/10.1108/jhlscm-02-2021-0015
  49. Nazarudin, M. (2015). How 70:20:10 enhances workplace learning: the practitioner perspective. International Coaching Psychology Review, 33(6):1455–1458. https://doi.org/10.1111/isj.12461
  50. Nonaka, I., Toyama, R., Konno, N. (2000). SECI, Ba, and Leadership: a unified model of dynamic knowledge creation. Long Range Planning, 33, 5–34. https://doi.org/10.1016/S0024-6301(99)00115-6
  51. Novas, J., Alves, M., & Sousa, A. (2017). The role of management accounting systems in the development of intellectual capital. Journal of Intellectual Capital, 18(2), 286-315. https://doi.org/10.1108/jic-08-2016-0079
  52. Ollila, S., Styhre, A., & Werr, A. (2015). Managing knowledge integration: balancing professional and managerial logics in an engineering consulting firm. German Journal of Human Resource Management Zeitschrift Für Personalforschung, 29(2), 131-148. https://doi.org/10.1177/239700221502900205
  53. Pohjola, T., Suhonen, M., Mattila, K., & Meretoja, R. (2016). The work done in healthcare projects. Journal of Nursing, 3(1), 1. https://doi.org/10.7243/2056-9157-3-1
  54. Putra, A. (2020). The influence of knowledge transfer through information technology implementation on headmasters performance in Indonesian senior high school. International Journal of Education and Practice, 8(4), 652-663. https://doi.org/10.18488/journal.61.2020.84.652.663
  55. Rashidirad, M., Salimian, H., Soltani, E., & Fazeli, Z. (2017). Competitive strategy, dynamic capability, and value creation: some empirical evidence from UK telecommunications firms. Strategic Change, 26(4), 333-342. https://doi.org/10.1002/jsc.2135
  56. Ritonga, R., Ernanda, Y., & Simbolon, S. (2024). Integrating knowledge management and change: exploring SECI model applications in SME’s and modern organizations. Bisnis-Net Jurnal Ekonomi dan Bisnis, 7(2), 927-931. https://doi.org/10.46576/bn.v7i2.5534
  57. Rivera-Prieto, J., Santana, M., & Cabrales, Á. (2022). Turnaround and human resource strategies during the COVID-19 crisis. BRQ Business Research Quarterly, 28(1), 37-58. https://doi.org/10.1177/23409444221120053
  58. Rosch, D., & Jenkins, D. (2020). What do we know about formal leadership courses and their effects?. New Directions for Student Leadership, 2020(168), 31-41. https://doi.org/10.1002/yd.20406
  59. Salvador, A. & Andal, E. (2023). Experiential learning strategy in teaching hip-hop dance for enhancing dance performance among grade 10 students. International Journal of Social Science Humanity & Management Research, 2(09). https://doi.org/10.58806/ijsshmr.2023.v2i9n10
  60. Sehgal, G. (2023). Theoretical review on strengthening tourism supply chain infrastructure using knowledge management’s and SECI model with reference to Jammu-based tourism. International Journal for Multidisciplinary Research, 5(4). https://doi.org/10.36948/ijfmr.2023.v05i04.5549
  61. Sepahvand, R., Pirzad, A., Nasrabadolea, H., & Rameshianfar, I. (2015). Interpretative structure model for effective factors on successful knowledge management projects implication. International Journal of Asian Social Science, 5(9), 522-528. https://doi.org/10.18488/journal.1/2015.5.9/1.9.522.528
  62. Surju, J., Metz, N., & Davis, A. (2020). The strategising roles of public sector middle managers. Acta Commercii, 20(1), 1-11. https://doi.org/10.4102/ac.v20i1.804
  63. Tan, C. (2024). Socioeconomic status and student learning: insights from an umbrella review. Educational Psychology Review, 36(4). https://doi.org/10.1007/s10648-024-09929-3
  64. Tarmizi, W., Rashid, A., Sapri, A., & Yangkatisal, M. (2024). Natural language processing (NLP) application for classifying and managing tacit knowledge in revolutionizing AI-driven library. Information Management and Business Review, 16(3), 1094-1110. https://doi.org/10.22610/imbr.v16i3(i)s.3949
  65. Valacherry, A., & Pakkeerappa, P. (2021). Knowledge management and academic performance in Indian public schools. Electronic Journal of Knowledge Management, 19(1), 76-88. https://doi.org/10.34190/ejkm.19.1.2343
  66. Vidic, F. (2022). Knowledge asset as competitive resource. Socioeconomic Challenges, 6(4), 8-20. https://doi.org/10.21272/sec.6(4).8-20.2022
  67. Virolainen, M. H., Heikkinen, H. L., Laitinen-Väänänen, S., & Rautopuro, J. (2021). The transformation of learning: From learning organizations to a landscape of ecosystems. In Malloch, M., O’Connor, B. N., Evans, K., & Cairns, L. (Eds.), The Sage Handbook of Learning and Work (pp.126-144). London: Sage Publication Ltd. https://doi.org/10.4135/9781529757217.n9