Background

The banking sector in Indonesia has experienced rapid growth in the adoption of digital technologies. The country’s large population, coupled with the rising penetration of smartphones and internet connectivity, has connected fertile ground for digital banking services. BNI, as a key player in the Indonesian banking industry, has recognized the immense potential of digital channels and has made significant investments in developing its digital products portfolio. The digital landscape, however, is not without its challenges, and incidents in the deployment and usage of digital products can have significant effects on product quality and customer satisfaction.

Incidents related to BNI's digital products represent unforeseen disruptions or defects that may impact the functionality, performance, or user experience of these offerings. Understanding the correlation between these incidents and product quality is crucial for ensuring a seamless digital banking experience for customers. In this context, the quality assurance (QA) role within the Information Technology domain becomes paramount.

The role of IT quality assurance extends beyond detecting and resolving defects, it involves a proactive approach to identifying potential issues before they reach the end-users. QA teams play a vital role in the entire software development lifecycle, ensuring that digital products undergo rigorous testing to meet quality standards. By exploring the relationship between incidents in BNI's digital products and the responsibilities of IT quality assurance, complex dynamics can be revealed that contribute to product quality and user satisfaction.

Moreover, knowledge management practices within the IT Testing & Quality Assurance department play a pivotal role in shaping the resilience and robustness of digital products. Efficient knowledge sharing and documentation of testing methodologies, testing practices, systems/applications/products, and past incidents enable teams to learn from experiences, implement preventive measures, and foster a culture of continuous improvement. Examining how knowledge management practices contribute to the department's ability to suppress incidents and enhance digital product quality sheds light on the broader strategies employed by BNI to maintain its competitive advantage in the rapidly evolving digital banking landscape.

Rationale and Knowledge Gap

A notable concern arises from the observed increase in incidents affecting BNI's digital products over the past three years. This escalation points to a potential issue with the overall product quality, which is largely contingent on the effectiveness of the quality assurance process carried out by the IT Testing & Quality Assurance department.

Upon closer investigation, it has become evident that the root cause of these incidents can be traced back to inefficiencies within the IT quality assurance department. A critical factor contributing to these inefficiencies is the absence of robust knowledge management practices. The department lacks a structured approach to knowledge management, resulting in insufficient documentation and a lack of systematic knowledge-sharing practices, hindering the seamless transfer of skills and expertise among team members.

The increasing incidents in BNI's digital products can be attributed to deficiencies in the IT Testing & Quality Assurance department, specifically related to knowledge management practices. The lack of structured documentation and systematic knowledge-sharing, compounded by high turnover, underscores the need for targeted interventions in knowledge management to enhance the quality assurance processes. The urgent need for effective knowledge management practices within the IT Testing & Quality Assurance department is paramount to address the identified challenges and enhance the overall performance of BNI's digital products.

Objective to Study

The primary objectives of this research are to:

• To assess the knowledge management maturity level of the BNI IT Testing & Quality Assurance Department.
• To determine the root cause problem of KM implementation in the BNI IT Testing & Quality Assurance Department.
• To provide recommendations for the effective implementation of knowledge management in BNI’s IT Testing & Quality Assurance Department.

The research aims to provide valuable recommendations to address the identified challenges and inefficiencies in knowledge management within the IT Testing & Quality Assurance department. By doing so, the study seeks to contribute to the broader goal of optimizing digital product quality, minimizing incidents, and fortifying BNI's competitive position in the dynamic landscape of digital banking.

The literature review in this research offers a thorough exploration of pivotal theoretical frameworks and concepts that hold relevance in the domain of IT Testing & Quality Assurance at BNI, particularly within the context of knowledge management. These frameworks play a foundational role in comprehending the maturity level of knowledge management within the department, thereby aiding in the identification of root causes for inefficiencies in its implementation. By delving into established models such as the APO Knowledge Management Assessment Tool, BP KM Framework, and SECI model, the literature review constructs a robust theoretical foundation. This theoretical underpinning serves as a lens through which the study navigates the intricacies of knowledge management practices within the IT Testing & Quality Assurance department at BNI, ultimately enabling the formulation of targeted recommendations to enhance efficiency and address identified challenges within the department's knowledge management processes.

The APO KM assessment tool is a vital framework for evaluating an organization's knowledge management practices [1]. Crafted as a survey questionnaire, it assists organizations in gauging their readiness for Knowledge Management (KM). Understanding strengths and areas for improvement is crucial before initiating the KM journey. This tool identifies gaps, allowing organizations to focus on effective KM initiatives. Covering seven essential categories – KM Leadership, Process, People, Technology, KM Process, Learning and Innovation, and KM Outcomes – the tool provides a comprehensive evaluation of knowledge management practices within the organization [1]. Embedding KM with the BP framework integrates knowledge management seamlessly into daily operations, emphasizing key points like learning before, during, and after activities [2]. This approach ensures that KM becomes an integral part of routine workflows, fostering a culture of continuous improvement within the organization. The SECI model represents a framework for knowledge creation and transfer within organizations. It consists of four modes: Socialization (sharing knowledge through shared experiences), Externalization (articulating tacit knowledge into explicit concepts), Combination (integrating different explicit knowledge), and Internalization (applying externalized knowledge back into tacit knowledge) [3]. The model emphasizes the continuous cycle of transforming and sharing knowledge to facilitate organizational learning and innovation.

Figure 1. Conceptual Framework

The conceptual framework of this research outlines the key components and relationships for implementing knowledge management in IT Quality Assurance to enhance the quality of BNI's digital products and reduce the number of incidents. The figure visually presents the key components and how they relate, giving a clear picture of how knowledge management contributes to enhancing BNI's digital product quality through IT Quality Assurance.

The research follows a mixed-method approach, combining both qualitative and quantitative research methods. Combining qualitative and quantitative data offers a more comprehensive understanding of the research topic. Triangulating findings from both methods can enhance the validity of the research by corroborating results [4]. This comprehensive strategy aims to provide a deep understanding of the knowledge management maturity in the IT Testing & Quality Assurance Services department at BNI, to determine the root cause problem of KM implementation and to develop recommendations for the effective implementation of knowledge management.

The data collection consists of several methods. The first primary data, a quantitative one, is collected through APO Knowledge Management Assessment and the second primary data, a qualitative one, is collected through Focus Group Discussion. The secondary data, which is used to support these primary data, is collected through literature review. To conduct the quantitative data collection, a structured survey will be designed based on the APO Knowledge Framework's dimensions. The survey questionnaire will include a series of questions to assess the level of knowledge management practices within the IT Testing & Quality Assurance department. The Focus Group Discussion (FGD) was designed with the primary objective of delving into the challenges and root causes associated with knowledge management within BNI's IT Testing & Quality Assurance Department. The FGD aims to create an open and collaborative environment where participants, including team leaders and department heads, can share their insights and experiences related to knowledge management practices.

The research utilizes APO KM Assessment Tool to analyze KM maturity level and the opportunity for improvement of the department. By looking closely at the scores and patterns revealed in the assessments, a comprehensive understanding of the department's readiness and proficiency in managing knowledge is revealed. A thematic analysis is conducted to distill meaningful insights and identify recurring themes related to the challenges in managing KM within BNI's IT Testing & Quality Assurance Department. In the qualitative data analysis, the FGD outcomes will be thoroughly examined to uncover valuable insights into the challenges and root causes associated with knowledge management in BNI's IT Testing & Quality Assurance Department.

The insights gained from this qualitative analysis will complement the quantitative data obtained through tools like the APO Knowledge Management Assessment. Together, these analyses will contribute to a holistic understanding of the knowledge management landscape within the IT Testing & Quality Assurance Department at BNI, paving the way for targeted and effective recommendations to enhance knowledge management practices.

Results

1. The APO Knowledge Management Assessment Findings

From the result of a survey conducted using the APO Knowledge Management Assessment Tool in the IT Testing and Quality Assurance department, a total score of 160.67 was obtained, indicating that the department has achieved a Refinement level in Knowledge Management, suggesting that KM practices are already implemented, and the implementation of KM is continually evaluated for continuous improvement.

Tabel 1. APO Knowledge Assessment Result

Table 2. APO KM Maturity Level

The APO assessment tool categorizes the department's Knowledge Management (KM) implementation as "Refinement," indicating that the organization is actively evaluating and improving its KM practices. However, real-world challenges reveal a significant gap between the assessment outcome and employee experiences. Despite the optimistic assessment, employees struggle with testing processes due to a lack of knowledge about methodologies and the application under test. This knowledge gap leads to suboptimal testing, evident in persistent defects in delivered applications. The discrepancy underscores an oversight in evaluating true KM effectiveness. The APO tool's limitations, such as general questions and a broad scope, prevent it from capturing the intricacies of mature KM ecosystems. While suitable for early-stage KM, it may not assess implementation quality, particularly in contexts like the IT Testing & Quality Assurance department with specific challenges unexplored by the assessment's broad approach.

Figure 2. KM Assessment Radar Chart

1. Root Cause Analysis Findings

The identified discrepancy in the department's testing processes underscores the importance of combining assessment tools with discussions with the leaders of the departments to bridge the gap between assessment results and real-world implementation. The FGD result revealed a significant knowledge gap prevalent among employees in the department, particularly concerning testing methodologies, a comprehensive understanding of the system/application under test, and problem-solving skills during testing processes. This knowledge deficit has immediate and notable consequences, resulting in suboptimal testing practices that impede the department's capacity to perform thorough and effective testing. Addressing this knowledge gap is crucial for enhancing the overall quality of testing procedures. The thematic analysis unveiled several challenges that hinder effective knowledge management practices within the department. 

The cause map diagram offers a comprehensive visualization of the root cause analysis conducted through the 5 Whys method. It outlines the interconnected challenges leading to ineffective knowledge management practices within the department. Three primary root causes emerge: lack of awareness of KM importance, insufficient dedicated time for knowledge sharing, and employees’ lack of motivation for sharing knowledge. Through a sequence of "Whys," each root cause is meticulously traced, revealing the contributing factors. This visual representation not only maps out the identified challenges but also highlights the intricate interdependencies among them. The cause map diagram serves as a valuable reference for developing targeted strategies to address each specific challenge, paving the way for an effective Knowledge Management framework in the department.

Figure 3. Cause Map Diagram

The opportunities for improvement highlighted in the APO Knowledge Management Assessment, specifically within the categories of people, knowledge processes, and leadership, directly relate to three root causes surfaced in the FGD.

Tabel 2. The Root Cause Category

To address the identified root causes hindering effective knowledge management within the department, a multifaceted approach is proposed. These solutions aim to tackle the challenges of the problems which are lack of awareness of the importance of KM, insufficient dedicated time for knowledge sharing, and employees' lack of motivation to share their knowledge.

1. Recommendation to address the lack of awareness of the importance of Knowledge Management (KM) in the department.

Addressing the lack of awareness regarding the importance of KM is foundational to fostering a culture of knowledge sharing. Launching comprehensive awareness campaigns is instrumental in achieving this goal. These initiatives should not only emphasize the intrinsic value of KM for individual professional development but also underline its direct correlation to the overall success of the department.

Incorporating awareness initiatives serves as the cornerstone for building a KM-centric mindset within the team. When employees understand the tangible benefits of KM in enhancing their skills, problem-solving capabilities, and career progression, they are more likely to actively participate in knowledge-sharing activities. Training programs should encompass interactive sessions, workshops, and real-world examples that showcase how KM can directly impact the quality of testing practices and, consequently, the products delivered. Leadership plays a pivotal role in driving awareness. Department heads and team leaders should actively participate in the campaign, sharing personal insights on how KM has shaped their careers and contributed to their success. Leadership endorsement adds credibility to the message and underscores the organization's commitment to fostering a KM-centric culture.

In addition, comprehensive training programs are also essential to equip employees with the necessary knowledge and skills for effective KM practices. These programs should be tailored to cater to various skill levels and roles within the department. Workshops, seminars, and online courses can be designed to cover topics such as best practices in knowledge sharing, utilizing KM tools, and integrating KM into daily workflows.

Table 3. Proposed Awareness Campaigns Events

A well-crafted combination of awareness campaigns and events is integral to fostering a KM-centric culture within the department. Leadership involvement not only adds credibility to the initiatives but also ensures that KM becomes an integral part of the organizational DNA, contributing to improved testing practices and enhanced product quality.

1. Recommendation to overcome the challenge of insufficient dedicated time for knowledge sharing.

Insufficient dedicated time for knowledge sharing is a common challenge, often exacerbated by tight project timelines and demanding workloads. Introducing strategic time management strategies is essential to overcome this hurdle. Project planning should be re-evaluated to include specific time slots for knowledge-sharing sessions. By integrating dedicated time for knowledge sharing into the regular workflow, the department can ensure that it becomes an intrinsic part of the team's activities. This approach not only addresses the immediate challenge but also fosters a long-term cultural shift where knowledge sharing is viewed as a non-negotiable aspect of project success.

Embedding knowledge sharing within the testing workflow, focusing on test planning, test execution & User Acceptance Testing (UAT), and test closure, aligns with the BP knowledge management framework. This approach ensures that knowledge is effectively leveraged at key stages of the testing process, promoting continuous improvement and informed decision-making.

In the "learn before" phase, the testing team gains essential knowledge at the project's outset through processes like Peer Assist. Collaborative meetings involving testers, business users, IT Business Partners, and the development team aim to gather comprehensive knowledge about project requirements and system/application development. Through structured discussions, testers leverage diverse perspectives for a holistic project understanding. This approach allows testers to extract valuable insights, fostering two-way communication for clarification and direct interaction with subject matter experts. Knowledge gained in Peer Assist sessions forms the foundation for robust testing scenarios, enhancing testing quality and cultivating a collaborative culture within the project team.

In the "learn during" phase, real-time collaboration and knowledge sharing occur throughout active testing. This dynamic approach allows plans to adapt based on new insights. After Action Review (AAR) methods, such as daily stand-up meetings and defect triage sessions, facilitate learning and adjustment during testing. Daily stand-ups offer a quick progress overview, while defect triage focuses on issue analysis and resolution. These regular gatherings promote continuous learning, discussion of challenges, and collaborative improvements for future actions within the testing team.

Table 4. Embedded KM in the Testing Workflow

To strengthen the integration of knowledge sharing into the testing workflow, it is advisable to combine the BP KM framework with the SECI model in testing strategies. This combined approach enhances the effectiveness of implementation, ensuring a comprehensive and dynamic knowledge-sharing environment within the testing processes. The SECI model emphasizes the conversion of knowledge between tacit and explicit forms through Socialization, Externalization, Combination, and Internalization. Integrating the SECI model into the testing strategies for embedding knowledge sharing in the testing workflow enhances the understanding of how tacit knowledge is created, shared, and utilized throughout the process. This approach contributes to improved testing practices, enhanced product quality, and the cultivation of a knowledge-sharing culture within the testing and quality assurance department.

Table 5. Combination of SECI Model and BP KM Framework to Embed KM in Testing Workflow

1. Strategy to Foster Motivation for Knowledge Sharing

The challenge of employees lacking motivation to share their knowledge is a common hurdle that requires a thoughtful and strategic approach to encourage active participation in knowledge-sharing initiatives. The proposed solution involves a multi-faceted strategy that addresses intrinsic and extrinsic motivators, creating a culture where knowledge sharing is not only valued but also personally rewarding for the employees.

1. Recognition and Rewards System

Implementing a robust recognition and rewards system is a key component of the solution. Recognize and celebrate employees who actively contribute to knowledge sharing through various channels.

Table 3. Proposed Awareness Campaigns Events

1. Professional Development Opportunities

Connect knowledge sharing with professional development by providing opportunities for employees to enhance their skills and advance in their career, such as training and workshops and leadership opportunities. Offer specialized training sessions and workshops focused on areas where employees can deepen their expertise through knowledge sharing. While leadership opportunities can encourage employees to take on leadership roles in knowledge-sharing initiatives, such as leading workshops or mentoring programs, fostering a sense of accomplishment.

1. Inclusive Collaboration Platforms

Create user-friendly and inclusive collaboration platforms that make knowledge sharing a seamless and engaging experience. Inclusive collaboration platforms play a pivotal role in creating an environment where knowledge sharing becomes a dynamic and engaging part of the organizational culture. These platforms are designed to break down silos, encourage open communication, and provide a space where employees feel empowered to share their expertise and insights. The platforms proposed to be established such as online forums and discussion boards, regular knowledge-sharing events, collaborative workspaces, and inclusive collaboration platforms form the backbone of a knowledge-sharing culture within an organization.

1. Leadership Exemplification

Leadership exemplification is a critical element in fostering a culture of knowledge sharing within an organization. When leaders actively engage in and encourage knowledge-sharing behaviour, they set the tone for the entire workforce. Leadership exemplification starts with leaders actively engaging in knowledge-sharing initiatives, contributing insights on dedicated platforms. Their active participation signals the organizational importance of knowledge sharing, validating its role in achieving goals. Leaders should recognize and commend knowledge-sharing efforts, motivating employees through public acknowledgment or formal programs. Recognition reinforces the cultural expectation of valued knowledge sharing. Leadership exemplification extends to mentorship programs, where leaders guide and transfer tacit knowledge to emerging talents. This structured channel facilitates personal development and contributes to the organization's leadership pipeline, creating a dynamic two-way learning process between mentors and mentees.

1. Feedback Mechanism

A robust feedback mechanism is instrumental in creating a culture of continuous improvement in knowledge-sharing initiatives within an organization. It provides a structured approach to gather insights, assess the effectiveness of existing strategies, and identify areas for enhancement. By serving as a structured conduit for insights, this mechanism facilitates the systematic evaluation of the efficacy of existing strategies and allows for the identification of specific areas in need of enhancement. The significance of a detailed exploration of the components of the feedback mechanism lies in its ability to provide a comprehensive understanding of the various elements that contribute to the overall effectiveness of knowledge-sharing efforts.

Table 4. Embedded KM in the Testing Workflow

To strengthen the integration of knowledge sharing into the testing workflow, it is advisable to combine the BP KM framework with the SECI model in testing strategies. This combined approach enhances the effectiveness of implementation, ensuring a comprehensive and dynamic knowledge-sharing environment within the testing processes. The SECI model emphasizes the conversion of knowledge between tacit and explicit forms through Socialization, Externalization, Combination, and Internalization. Integrating the SECI model into the testing strategies for embedding knowledge sharing in the testing workflow enhances the understanding of how tacit knowledge is created, shared, and utilized throughout the process. This approach contributes to improved testing practices, enhanced product quality, and the cultivation of a knowledge-sharing culture within the testing and quality assurance department.

Table 5. Combination of SECI Model and BP KM Framework to Embed KM in Testing Workflow

1. Strategy to Foster Motivation for Knowledge Sharing

The challenge of employees lacking motivation to share their knowledge is a common hurdle that requires a thoughtful and strategic approach to encourage active participation in knowledge-sharing initiatives. The proposed solution involves a multi-faceted strategy that addresses intrinsic and extrinsic motivators, creating a culture where knowledge sharing is not only valued but also personally rewarding for the employees.

1. Recognition and Rewards System

Implementing a robust recognition and rewards system is a key component of the solution. Recognize and celebrate employees who actively contribute to knowledge sharing through various channels.

Table 6. Fostering KM Motivational Initiatives

1. Professional Development Opportunities

Connect knowledge sharing with professional development by providing opportunities for employees to enhance their skills and advance in their career, such as training and workshops and leadership opportunities. Offer specialized training sessions and workshops focused on areas where employees can deepen their expertise through knowledge sharing. While leadership opportunities can encourage employees to take on leadership roles in knowledge-sharing initiatives, such as leading workshops or mentoring programs, fostering a sense of accomplishment.

1. Inclusive Collaboration Platforms

Create user-friendly and inclusive collaboration platforms that make knowledge sharing a seamless and engaging experience. Inclusive collaboration platforms play a pivotal role in creating an environment where knowledge sharing becomes a dynamic and engaging part of the organizational culture. These platforms are designed to break down silos, encourage open communication, and provide a space where employees feel empowered to share their expertise and insights. The platforms proposed to be established such as online forums and discussion boards, regular knowledge-sharing events, collaborative workspaces, and inclusive collaboration platforms form the backbone of a knowledge-sharing culture within an organization.

1. Leadership Exemplification

Leadership exemplification is a critical element in fostering a culture of knowledge sharing within an organization. When leaders actively engage in and encourage knowledge-sharing behaviour, they set the tone for the entire workforce. Leadership exemplification starts with leaders actively engaging in knowledge-sharing initiatives, contributing insights on dedicated platforms. Their active participation signals the organizational importance of knowledge sharing, validating its role in achieving goals. Leaders should recognize and commend knowledge-sharing efforts, motivating employees through public acknowledgment or formal programs. Recognition reinforces the cultural expectation of valued knowledge sharing. Leadership exemplification extends to mentorship programs, where leaders guide and transfer tacit knowledge to emerging talents. This structured channel facilitates personal development and contributes to the organization's leadership pipeline, creating a dynamic two-way learning process between mentors and mentees.

1. Feedback Mechanism

A robust feedback mechanism is instrumental in creating a culture of continuous improvement in knowledge-sharing initiatives within an organization. It provides a structured approach to gather insights, assess the effectiveness of existing strategies, and identify areas for enhancement. By serving as a structured conduit for insights, this mechanism facilitates the systematic evaluation of the efficacy of existing strategies and allows for the identification of specific areas in need of enhancement. The significance of a detailed exploration of the components of the feedback mechanism lies in its ability to provide a comprehensive understanding of the various elements that contribute to the overall effectiveness of knowledge-sharing efforts.

Table 7. KM Feedback Mechanism

The research initially showed an optimistic "Refinement" level in Knowledge Management (KM) within the Testing & Quality Assurance department, indicating continuous evaluation and improvement. However, actual challenges faced by employees, such as a lack of knowledge about testing methodologies, applications, and limited problem-solving skills, contradict the positive assessment. This knowledge gap leads to suboptimal testing practices, affecting product quality and increasing incidents.

Thematic analysis of a Focus Group Discussion (FGD) involving the leaders of the department has shed light on the root causes of the apparent inefficiency in KM implementation. The key challenges identified are:

1.       Lack of Awareness of the Importance of KM

2.       Insufficient dedicated time for knowledge sharing.

3.       Employees may not feel motivated to share their knowledge.

To bridge the gap between perception and reality and enhance KM within the department, the research proposes the following recommendations:

1.       Awareness Campaigns and Training Programs

2.       Embedding Knowledge Sharing in Testing Workflow

3.       Fostering Motivation for Knowledge Sharing

Acknowledgments: The authors would like to thank all parties involved who were willing to participate and followed the research protocol patiently.

Author Contributions: All authors contributed equally to the writing of this paper. All authors read and approved the final manuscript.

Conflict of Interest: There is no conflict of interest.

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