“Antecedents of knowledge management: The case of professional employees in Indonesia”

This study aims to evaluate and test the impact of knowledge, trust, unity, and self-efficacy on knowledge management of employees in Indonesian businesses in the education sector. This empirical study also examines the relationship between knowledge management among employees in Indonesian education sector businesses and conformity through knowledge self-efficacy, trust, and unity. A quantitative causality technique was employed in the study using a sample of workers from Indonesian companies involved in the education sector (at least 35 years old and engaged). The primary data consisted of 220 replies from respondents with varying educational backgrounds. Partial Least Squares Structural Equation Modelling software was used to analyze the data. The Likert scale is used to determine each answer’s value. Empirical evidence shows that knowledge self-efficacy does not affect the knowledge management of employees in these companies (T Statistics = 0.992); on the other hand, knowledge self-efficacy influences conformity, harmony, and confidence, which in turn affects the knowledge management of employees in these companies. The indirect effect demonstrates that agreement can moderate the influence of knowledge self-efficacy on the knowledge management of employees in these companies (T Statistics = 5,959); conversely, conformity mediates the strong impact of trust on the knowledge management of employees in these businesses. The empirical results show that employees need to have a high level of knowledge for diverse expertise to function well. Conversely, trust will make people more eager to share their information. Lack of confidence might impede the dissemination of knowledge.


INTRODUCTION
Knowledge management is reflected in a systematic, structured way to improve organizational capabilities through tacit and explicit knowledge management processes (Bolisani & Oltramari, 2012).Knowledge management in a business setting aims to provide excellent processes, services, and products that satisfy stakeholders and enable the business to endure, expand, and be sustainable (Rahimli, 2012).The three main steps in the knowledge management process are knowledge creation, knowledge storing, and knowledge sharing.The three procedures center on sharing knowledge, or more specifically, sharing behavior (Almulhim, 2020).

LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT
An integral part of a knowledge-based or economic society, knowledge management is an interdisciplinary field of study that arose from post-industrial civilization.Its definition is ambiguous.To create an intelligent process system for the distribution of resources and internal problem-applying, a comprehensive management strategy to the deliberate use of information is suggested.Organizations' capacity to manage their knowledge resources is closely related to their ability to manage other organizational resources, such as money and intelligence.Processes both internal and external, such as employee productivity and customer interactions, are impacted by this ability (Pfleging & Zetlin, 2009).The two information and knowledge management processing behaviors -Knowledge management Production and Knowledge management Integration -are defended by McElroy (2003).The Knowledge Management Process is defined by the authors as follows: "is an ongoing, persistent, purposeful interaction among human-based agents through which the participating agents manage (handle, direct, govern, control, coordinate, plan, organize, facilitate, enable, and empower) other agents, components, and activities participating in basic knowledge processing (knowledge production and knowledge integration)."This process helps to create and maintain an organic, unified whole system as well as to produce, maintain, enhance, acquire, and transmit the enterprise's knowledge base.
Three components come together to make knowledge management: people, technology, and processes.These components are combined in a way that transforms and effectively uses information, technology, and culture.These days, a key element of an organization's competitive advantage is their capacity to recognize the complexity of the external environment and make efficient use of intellectual capital resulting from the work of talented people who are prepared to participate in a culture of knowledge creation and sharing (Dalkir, 2013).
The interdisciplinary topic of knowledge management originated in post-industrial civilization and focuses on internal problem-solving and intelligent process systems for resource allocation.It affects interior and exterior activities, such as staff productivity and customer interactions, and is strongly tied to organizational resources like money and intelligence.To manage the creation and integration of knowledge, human-based agents must engage in continuous exchanges.The belief and capacity of an individual to carry out a specific task that involves not only their skills but also an evaluation of what can be accomplished with those skills is known as self-efficacy.Selfefficacy is associated with an individual's assessment of his capacity to carry out specific tasks or behaviors that are carried out to overcome barriers in exhibiting these behaviors.An awareness of how someone chooses to impart knowledge can be gained via individual evaluations of their ability (Baker et al., 2021).Self-efficacy is considered high or strong; it can be seen from the level of confidence in a person's ability to do work.A person's self-efficacy can be formed through the environment, a person's personality, and the social nets they find (Wijaya, 2019).Understanding this reciprocal relationship is the key to understanding the process of knowledge creation (knowledge) since knowledge generated by interpersonal interactions has the potential to improve both the quantity and quality of each individual (knowledge-sharing behavior).
Initiations where the learning organization moves beyond teaching people new skills and instead creates an atmosphere that maximizes collective experience and learning -where collaborative learning benefits individuals, groups, and the organization -are made possible by consolidating a perspective on knowledge management based on culture (Abell & Oxbrow, 2006).
A perspective on knowledge management that follows the information and knowledge gathering, utilization, and distribution cycle of an organization is encouraged by Beckman (1999) and Nonaka and Takeuchi (2007).The authors' argument highlights how knowledge management impact on all organizational levels is widely acknowledged, even in a sector and industry where it is still seen as a technical, software-oriented field.The basis of a more thorough understanding of the knowledge management process is a culture that encourages information sharing, increases the ability to use technology, and provides incentives for organizational practices that will value and strategically use knowledge production and sharing.
Studying a person's surroundings increases self-efficacy and encourages knowledge-sharing (Van Den Hooff & De Ridder, 2004; Wijaya, 2019).They contend that people who have higher levels of self-efficacy are more inclined to share their knowledge and prior experiences than people who have lower levels of self-efficacy.People who possess high self-efficacy knowledge evaluate their skills and accomplishments favorably, which encourages them to impart their knowledge.Knowledge, the most important source in a business, has a fairly broad role, one of which is a facility in decision making (knowledge management) (Gogan et al., 2016).
Trust is also needed when one deals with sharing knowledge within an organization.Suppose employees in the company desire to cooperate with their co-workers.In that case, it is better if they contribute their knowledge to the organization so that its operational activities can run effectively.The psychological condition of trust is the willingness to tolerate vulnerability in the face of optimistic expectations about the motives or actions of another, without the ability to observe or exert control over the other person (Hidayat et al., 2021).
Trust refers to a certain belief, especially concerning the integrity and capabilities of others.Knowledge creation is gathered through the interaction between humans and the structure of social institutions (Nonaka's Spiral of Knowledge).This goal provides an understanding of how to create organizational knowledge so that organizations can understand how they can maximize application management and knowledge transfer.
Agreeableness is one of the five-factor personality dimensions (Big Five Personality) with sincerity in sharing, subtle feelings, and focus on positive things in others (Shahzad et al., 2021).In everyday life, someone who agrees is described as a human with an angelic heart (Sameer & Priyadarshi, 2021).
The agreeableness variable was chosen as a moderator due to several considerations.First, agreeable people have high empathy (Coudounaris & Arvidsson, 2021).Second, in a situation that can trigger anger, an agreeable person tries to reduce anger and has a more constructive alternative conflict resolution (Lynn, 2021).
The background information, justification of earlier studies, and the literature review mentioned above serve as the foundation for the following research goal.This study aims to verify that agreeableness moderates the relationship between self-efficacy and trust in knowledge management based on the evidence presented.
These assertions and points of view serve as the foundation for the following hypothesis:

METHOD
Quantitative methodologies were used to conduct this investigation.The questionnaire and literature study were used as part of the data collection method (Likert, 1932).The data collection process was therefore categorized as secondary data.
All Indonesian residents with employment status who reside in cities make up the study's population.Purposive sampling was used in the sampling procedure.The sample was chosen based on a set of criteria that included urban migration by Indonesian citizens and a minimum educational background of a diploma and a bachelor's degree.Citizens of Indonesia, at least 35 years old and engaged.Additionally, they worked as professionals as managers, supervisors, or chiefs, and the distance between their homes and the city center was no more than 10 km.

RESULTS
Research questionnaires were given to the respondents to collect data (see Table 2).
The questionnaires were distributed to 220 respondents.All the responses were very good and were returned with full accuracy, so the number of data samples was studied, as many as 220 full questionnaires without any reduction.

Table 1. Variables and indicators
Source: Journal 2017-2020 in processing (2023).The test results demonstrate that, because the convergent validity value is more than 0.5, all indicator items on the variables in this study are practicable as a construct measurement instrument.

No. Variable
The value of cross-loadings in Table 4 shows that all constituent constructs have a good discriminant.The AVE value's results indicate that there is good discriminant validity because it is more than 0.5.Therefore, each construct variable has been deemed dependable.Each dependent latent variable's R-square value must be considered while evaluating the model using PLS.The structural model's endogenous latent variable, with an R-square of 0.33 indicating the model is moderate, and an R result of 0.67 indicating the model is good.The model is weak, as shown by an R-square of 0.19 (Kurniasari & Ghozali, 2013).The test results are described as in Table 5.

Construct R-square
Knowledge Self-Efficacy (X1) 0.00 Trust (X2) 0.00 Agreeableness (Z) 0.378 Knowledge Management (Y) 0.546 For the independent variables, knowledge self-efficacy (Xi) and trust (X2), which influencing.The agreeableness (Z) variable in the structural model has an R-value of 0.378, which indicates that the model is "moderate."In contrast, knowledge selfefficacy (X1), Trust (X2) and agreeableness (Z), which affect the knowledge management variable (Y) in the structural model, have an R-value of 0.546, which indicates that the model has also been "moderate."The suitability of the structural model was seen from the equation Q2, as follows. ( ]

Construct
Composite Reliability

Figure 1. Measurement model
Table 6 shows that all the variables in this study were stated as constructs and met the composite reliability criteria because they all were > 0.60, so it was possible to position each concept as a study variable.
Figure 1 shows that knowledge management is impacted by knowledge self-efficacy, trust, and agreeableness, while agreeableness is influenced by knowledge self-efficacy and trust.The test findings are then interpreted to address the study hypotheses (see Table 7).

The relationships between knowledge self-efficacy, trust, agreeableness, and knowledge management
The empirical findings show that knowledge selfefficacy does not significantly affect knowledge management because the t-statistical value is 0.992, meaning it is smaller than 1.96, so Hypothesis H1 is declared unaccepted.Trust significantly affects knowledge management because the t-statistical value is 1.995, which means it is greater than 1.96.
Hypothesis H2 is declared accepted.Trust is an important condition related to the intention to share knowledge in an organization.If employees in a company desire to cooperate with co-workers to contribute to each other's knowledge in the organization, then knowledge-sharing activities will run effectively.Knowledge management is a process to improve and collect or express employee skills and expertise supported by information technology.Trust is influential in knowledge-sharing activities (Asiaei & Jusoh, 2015).Trust between employees significantly affects knowledge sharing among employees (Jones, 2004).Agreeableness significantly affects knowledge management with the value of t statistic = 5,959.
H3 is accepted.These results indicate that the agreeableness personality of employees is a strong supporting factor for sharing knowledge.In addition, individuals with high agreeableness also tend to be altruistic, sympathetic, and enthusiastic to help others and are more likely to cooperate than compete.Cabello-Medina et al. ( 2011) added that agreeable individuals tend to be cooperative and helpful to others.Therefore, with the existence of such traits in the context of work, agreeable individuals are strongly suspected of having a high intention to share knowledge.Hence, they tend to have a more positive attitude to learning new things and a higher intention to engage in learning experiences (Anwar & Clauß, 2021).Cabrera et al. (2006) argued that openness is a strong predictor of knowledge sharing because openness to experience reflects one's curiosity and desire to seek insight from others; agreeableness individuals also tend to cooperate and help others.Therefore, the nature of agreeableness is thought to have a high intensity in successfully implementing knowledge management in an organization.
In comparison, trust is part of a person's positive perception.In an organizational group, trust can change according to each member's ability and willingness to trust and be trusted (trustworthy).
Employees with high trust can build and maintain trust by being trustworthy.The more people are accepting, supportive, and willing to cooperate with others, the more they can express their thoughts, ideas, theories, conclusions, feelings and reactions.If trust among co-workers is high, the co-workers are not only seen as a threat when they have a wealth of knowledge.Likewise, workers will be willing to ask their colleagues to explore important knowledge because they have confidence in the quality and ability of their co-workers.The intention to share knowledge is also related to the personality of the giver of knowledge because personality characteristics are generally correlated to sharing knowledge.Then, this study argues that agreeableness can build a strong relationship to increase trust, tis finding relates to the study by Cheng and Li (2001).

The relationship between selfefficacy, trust, and agreeableness
Knowledge self-efficacy significantly affects agreeableness because the t-statistic value is 6.169, which means it is greater than 1.96, so Hypothesis H4 can be accepted.These results show that a strong level of confidence from professional employees has supported their personality.The intention to share knowledge is also strongly related to the personality of the knowledge giver.One personality that has an indicator of trust is the agreeableness personality.Agreeableness personality with trust indicators is related to friendliness and avoiding conflicts between individuals (Barnhart et al., 2007); the findings strongly correlate knowledge self-efficacy and agreeableness personality.
Trust significantly affects agreeableness because the t-statistical value is 2.649, greater than 1.96, so Hypothesis H5 is accepted.Trust plays an important role in a successful relationship and facilitates cooperative relationships, so the higher the level of trust, the greater the possibility of establishing a partnership.The intention to share knowledge is also related to the personality of the giver.One personality that has an indicator of trust is the agreeableness personality.Another study conducted by Wilmot and Ones (2021) also found that intrinsic motivation positively influenced attitudes toward knowledge-sharing behavior, like the pleasure of helping and the need for affiliation.
Agreeableness can build a strong relationship to increase trust during participant interaction.Knowledge-sharing intention is a positive association with friendship.Knowledge owners who are willing to share it are the basis of their trust in others, and the level of trust determines the level of knowledge sharing.The intention to share knowledge is also related to the personality of the giver of knowledge because personality characteristics are generally correlated to sharing knowledge.
During the interaction, agreeableness can build a strong relationship to increase trust.
The respondents also argue that agreeableness can build a strong relationship to increase trust.Knowledge-sharing intention is a positive association with friendship.Knowledge owners who are willing to share are the basis of their trust in others, and the level of trust determines the level of knowledge sharing (Cheng & Li, 2001).

The relationship between trust in knowledge management and knowledge self-efficacy in the context of agreeableness moderation
Hypothesis H6: The substantial correlation between knowledge self-efficacy and trust in knowledge management can be attenuated by agreeableness.Through agreeableness, knowledge self-efficacy significantly influences knowledge management.If the t result is more than 1.96, the Sobel test's mediation effect test yields a mediating effect.This test equation has a t value of 4.112, which indicates that it is more than 1.96.Thus, H6 is approved.This test's findings suggest that agreeableness may be able to mitigate the substantial correlation between knowledge management and knowledge self-efficacy.
Through agreeableness, trust has a major impact on knowledge management.If the t result is more than 1.96, the Sobel test's mediation effect test is probably going to show a mediating effect.This test equation has a t value of 2.529, which indicates that it is more than 1.96.Thus, the theory H6 is approved.According to the test's results, agreeableness can mitigate the substantial correlation between knowledge management and trust.
In participant interactions, agreeableness can foster a strong rapport and boost trust.The aim to share information is a good fit with friendship.
The degree of trust that determines the amount of information sharing is based on the willingness of knowledge owners to share with others.Since sharing knowledge is typically associated with certain personality traits, the purpose to share knowledge is likewise tied to the personality of the knowledge provide, agreeableness can establish a solid rapport and boost trust during the exchange.
The empirical results show that employees with high levels of knowledge are necessary for information sharing to be effective.Because of their lack of expertise, employees will feel inadequate when presenting it.But mutual trust will promote everyone's readiness to impart information.The absence of trust can undermine the purpose to share knowledge.The findings of Bock and Kim (2002), who found that a person's attitude toward sharing knowledge is determined by how positive they feel about it, are corroborated by this study.
The contribution of trust and personality to employees is very important.Hence, the researchers suggest that companies or organizations use them optimally and develop informal knowledge-sharing activities.Companies or organizations also need to better understand their human characteristics as determinants and actors of knowledge sharing, such as trust and agreeableness personality variables, to understand their employees' personalities for business continuity.On the other hand, employees should be actively involved in knowledge-sharing activities in an organization to improve their work professionalism.

Table 3 .
Respondent descriptions, including gender and age

Table 5 .
Result of AVE