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"Berbeda dengan perusahaan besar yang mampu mengembangkan kegiatan penelitian dan pengembangan, kemampuan inovasi UKM merupakan perwujudan the economics of proximity. UKM dihadapkan pada kelemahan internal yakni ketiadaan kegiatan penelitian dan pengembangan serta kelemahan mengakses sumber-sumber informasi. Akibatnya, peran aktif mitra menjadi sangat penting dalam rangka mendorong kemampuan inovasi. Kedekatan UKM dengan kekuatan eksternal seperti konsumen, distributor, pemasok, dan pesaing justeru menjadi elemen penting sebagai sumber pengetahuan dalam pengembangan kemampuan inovasi.Peran UKM di Indonesia sangat penting sebagai kegiatan ekonomi rakyat yang memberikan sumbangan besar dalam meningkatkan taraf kehidupan sosial. Walaupun merupakan kegiatan bisnis terbesar, tetapi pada kenyataannya UKM menghadapi permasalahan dalam membangun kemampuan inovasi karena penguasaan ketrampilan dan adopsi teknologi yang kurang memadai bagi efektivitas dan efisiensi proses bisnisnya. Kelemahan substansial yang dimiliki adalah proses pembelajaran dalam mengadopsi ketrampilan dan teknologi baru.Sebagian persoalan tersebut sebenarnya tidak terlepas dari kendala internal yang dihadapi. Terbatasnya kompetensi sumberdaya manusia, akses permodalan, dan teknologi merupakan kelemahan mendasar. Penelitian bersifat deskriptif dengan menggunakan pendekatan grounded research dan beberapa proses pendukung untuk pengumpulan data penelitian.Obyek penelitian adalah aktivitas para perajin gerabah di Sentra UKM Kasongan dalam mencari informasi, melakukan pembelajaran, dan merekayasa inovasi produk. Selain itu digunakan pendekatan partisipasi sebagai metode untuk menangkap elemen-elemen penting dalam proses pengelolaan modal pengetahuan UKM kawasan Kasongan. Untuk mempertajam analisis, proses pengumpulan data juga menggunakan metode wawancara mendalam (indepth interview) dengan informan kunci yang ditetapkan berdasarkan kapabilitas individu maupun jabatan struktural.Penelitian berhasil menemu-kenali bahwa pengelolaan pengetahuan menyebabkan munculnya karakter yang khas. Analisis terhadap proses pengelolaan dan pemanfaatan pengetahuan serta rekayasa kemampuan inovasi dipengaruhi oleh aspek kemitraan yang ada di kawasan Kasongan. Kedua elemen tersebut membedakan UKM dalam 5 kategori berdasarkan informational, technological, dan innovation capability. Kemampuan informasi ada kemampuan unit usaha mendekati sumber-sumber informasi dan memecahkan kode-kode informasi melalui pembelajaran. Kemampuan teknologi adalah kemampuan untuk menyusun metode, peralatan, dan jaringan kerja proses produksi. Kemampuan inovasi adalah kemampuan rekayasa ide dan gagasan produk inovatif. Berdasarkan karakteristik kemampuan, maka disusun kategori UKM dalam mengelola pengetahuan, yakni tradisional, modifikasi tradisional, pendukung bahan baku, sanggar seni, dan modern. Ke-5 tipe UKM menunjukkan adanya disparitas dalam pengelolaan pengetahuan dan kemampuan inovasi.Berdasarkan hasil analisis masih ada ruang kajian yang berpotensi untukditeliti lebih dalam, seperti kajian tentang kriteria perusahaan berdasarkan technological capability yakni kemampuan teknologis dalam menciptakan peralatan, informational capability yakni kemampuan informatik dalam menemukan sumber, menggali kedalaman, dan mempelajari informasi sehingga menjadi pengetahuan, serta innovational capability yakni kemampuan inovasi yang mendorong pengetahuan dan peralatan yang dimiliki menjadi sebuah proses maupun produk yang bernilai baru. Pendekatan knowledge management di sektor UKM banyak dikaitkan dengan kemampuan inovasi, padahal bisa diterapkan dalam berbagai aspek organisasi. Telaah tentang pengelolaan dan penggunaan pengetahuan dalam rangka pengembangan organisasi (Organizational Development) di sektor UKM pada kenyataannya masih membuka ruang untuk dikaji lebih dalam.

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Kasongan is a village where most of the people earn their living by making pottery. The product from this village successfully reaches world market. Various factors have contributed to the sustainability, as well as innovation, of the process of ceramic-making and the business environment surrounding it. Also essential are the roles of potters in facing the competitions era and the steps taken by ceramics workshop. By producing its product, Kasongan Village of Pottery has grown the spirit of development in self-creativity and ability to innovate are effort to cope with dynamics market. The capability to innovate in SME is different form the large company.Research and development in large company is use to function for their innovativeness whereas the SME believed that the capability to innovate depend on their business network. The business network called the economics of proximity. Most of SME lack of market orientation and information. The business network is the most important part to build the capability to innovative for SME.They lack of money to do the research and to propose development programs. The role business network such as customer, distributor, supplier, and competitor take an important role for SME to sustain their life. The role of the business network can be called knowledge capital.In Indonesia, SME play an important role for people?s economic activities. They have been taking an important part to build the people?s life. Even though the SME become the most important business activities, it?s still facing the very basically business problem. They lack of skill, competence, people, and capital to join global competition. But, The Kasongan Village of Pottery said the different. Their product have the capability to compete in global market level because the ability of the workers to innovate.This is the qualitative research using grounded research approach. The research is focused on the activities of the worker in Kasongan Village of Pottery. The mean of research is analyzed on use and creation of knowledge capital. The participatory research used to collect data form the informant. The key informant decided by some discussion with the local government and the cratfment associated.The study provides an illustration of the development of Kasongan Village of Pottery Craftmanship, including its background and production and marketing pattern. The result of the study can be relevant for both private and government.Firstly, It will particularly serve as an example of clustering policy and the relationship between center of industry and their surrounding areas. Secondly, it exemplifies one of business activity of productive people-based economic.Thirdly, there are 5 types of SME in Kasongan Village of Pottery that tight together in business network. The type is differentiated by technological, informational, and innovational capabilities. The informational capability is that the SME capability to collect and processed the information from their business network. The technological capability is that the ability to build methods and means of their business process. And the innovational capabilities mean the ability to build product based on the information from their business network. The type of SME is traditional, traditional modified, supported, studio art, and modern."

"ABSTRAKLingkungan bisnis berubah semakin kompleks, dinamis, menghujamkan informasi tanpa jeda pada organisasi. Masalah organisasi mencuat manakala informasi yang dihadapi berbeda dari pengalaman yang telah dimiliki. Konsekuensinya, organisasi yang mampu memaknai dan menginterpretasikan lingkungan (sensemaking), membangun Simpulan pertama, karakteristik knowing organization menunjukkan: (a) sensemaking mengakar pada identitas organisasi yang terkonstruk melalui outward looking dan inward looking, (b) knowledge creating dipengaruhi strategi hasil sensemaking, dan (c) mode decision making berpola process ketika menjamin service delivery, bounded rational ketika terkait market positioning, dan political ketika proses knowledge sharing. Kedua, dinamika knowing organization bersifat (a) self-fulfilling prophecy dengan identitas organisasi sebagai leverage, dan (b) eksistensi ?paradox of belonging? terjadi dengan dampak overshoot & collapse akibat menguatnya learning itu sendiri. Sebagai early warning paradoks: (a) waktu adaptasi untuk yakin terhadap produk dan metode service delivery, dan (b) intensitas konflik nilai komunitas praktek: selling, consulting, dan product developing.Penelitian menghasilkan sintesis, modifikasi teori, bahwa knowing organization terjadi jika informasi mengalir berpola feedback di antara aktivitas sensemaking, knowledge creating, dan decision making, dimana identitas organisasi menjadi sumber nilai anggota organisasi dalam bertindak sehingga keluaran dari setiap aktivitas menyajikan konteks dan sumber daya yang terinci untuk aktivitas yang lainnya, dan paradoks learning melekat di dalam dinamika knowing organization. Sebagai kajian akademis, implikasi penelitian ini yaitu pada: (a) modifikasi teori knowing organization, (b) teorisasi deskriptif-preskriptif untuk kajian organizational learning, (c) metode preskripsi dari konstruktivisme dalam kajian strategi organisasi, dan (d) disain mixed model research untuk ilmu administrasi bisnis dengan karakter applied science.

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ABSTRACTThe greatly and dynamically changing business environment has continuously hammered the organization with abundant information. The problem of organization comes up when the information faced by is different from the experience on organization that someone has had. Consequently, the organization able to conceive and to interpret the environment (sensemaking) must construct the knowledge to overcome the problem and mobilize the knowledge and its skill (knowledge creating) that it can provide the organization with the detailed context for decision making in managing the organizational resources (decision making) required by an environmentally adaptive organization. This Choo?s proposition of knowing organization has led to the strong interest in understanding more deeply the phenomenon of the social construction process of knowing in a Human Resources management consultant organization under the case study of ?Daya Dimensi Indonesia?.This research applies the design of the mixed model research combining both the qualitative and the quantitative approaches. The etnomethodology method qualitative approach is used to answer questions about the characteristics of knowing organization observed in an organization. The system dynamics method quantitative approach is used to answer questions about what the dynamic of knowing organization is like. The research is aimed at presenting the knowledge about: Firstly, the characteristics of the knowing Human Resources consultant management organization or the learning organization; and secondly, the dynamic or the structure of cause and effect relationship among the activities of sensemaking, knowledge creating and decision making, the possible paradox of knowing organization, the prescription for managing the effects of paradox.The first conclusion, the characteristics of knowing organization shows (a) the sensemaking underlines the organization identity constructed through both the outward looking and inward looking, (b) the knowledge creating is influenced by the sensemaking strategy, (c) the decision making has the process mode when it guarantees the service delivery, the bounded rational mode when related to marketing positioning, and the political mode when during the knowledge sharing process. The second, the dynamic of knowing organization is characterized by its self-fulfilling prophecy with the organization identity as its leverage, (b) the extension of the ?paradox of belonging? with its overshoot and collapse effects caused by the increase of the learning itself. As an early warning paradox: (a) the adaptation time to convince with the product and the method of delivery service, (b) the conflict intensity of the community value practice: selling, consulting, and product developing.This research results in a synthesized, modified theory saying that knowing organization happens when the pattern of the flowing information shows feedback among the activities of sensemaking, knowledge creating and decision making in which the organization identity serves as the value source for the members of the organization in their taking actions so as to gain each activity output providing any other activities with the detailed context and resources and with the learning paradox embedded in the dynamic of knowing organization. As an academic study, the implication of this research is on: (a) the modified theory of knowing organization, (b) the theorized descriptive-prescriptive method for the organizational learning, the prescriptive method of constructivism in a case study of organizational strategy; and (d) the design of the mixed model research for business administration science characterized as an applied science."

"Penelitian ini dilakukan untuk memahami peranan kuasa-pengetahuan dalam pengembangan atau transformasi menjadi learning organization (LO). Penelitian dilakukan dengan menganalisis peranan wacana birokrasi versus konsep LO dalam pengembangan ?governing ideas? (misi, nilai-nilai inti, visi), strategi, struktur dan budaya organisasi bisnis mikro BRI pada periode 1984 ? 2006, serta penerapan kedua wacana yang terimplikasikan pada subsistem orang-orang dalam proses tersebut. Penelitian kualitatif ini dirancang dengan menggunakan paradigma posmodernisme dan pendekatan berpikir sistem posmoderen. Penelitian dilakukan terhadap peristiwaperistiwa yang menunjukkan adanya kontradiksi atau ketegangan di antara wacana birokrasi dan wacana LO pada pengembangan keempat aspek dari organisasi bisnis mikro BRI, yaitu visi, strategi, struktur, dan budaya organisasi, serta pengembangan subsistem orang-orang sehubungan dengan proses pengorganisasian yang dilaksanakan. Analisis dilakukan dengan metode dekonstruksi. Hasil analisis menunjukkan adanya penerapan yang luas dari wacana pengetahuan lokal pada awal transformasi BRI Unit menjadi BRI Unit komersial atau perbankan pedesaan komersial. Dibandingkan dengan pengorganisasian sistem BRI dalam program BIMAS, pengorganisasian BRI Unit komersial mencerminkan kondisi LO sejati, yang ditandai dengan penerapan ?paradigma bisnis baru dan cara-cara kerja baru.? Meskipun begitu, beberapa cara kerja baru dipinjam atau diambil-alih dari konsep birokrasi, dan diterapkan dalam perancangan struktur organisasi dan proses pengembangan visi, strategi, dan budaya organisasi. Kohabitasi dari dua paradigma yang bertentangan ini pada akhirnya menghasilkan suatau organisasi bisnis mikro yang dapat dikategorikan sebagai ?organisasi memfrustrasikan.? Hal ini terjadi karena praktek-praktek sistem BRI Unit komersial yang berhasil kemudian dipatenkan. Bersamaan dengan itu, birokratisasi dalam pengorganisasian bisnis mikro, baik dari dalam BRI sendiri mupun karena tekanan regulasi perbankan yang mengacu standar-standar universal, mengalami peningkatan dari waktu ke waktu. Dominasi wacana birokrasi dan pemapanan keberhasilan masa lalu membuat kualitas pembelajaran organisasi dalam pengorganisasian bisnis mikro mengalami kemunduran, yaitu bergeser ke posisi organisasi memfrutrasikan. Lebih dari itu, organisasi bisnis mikro dan Bank BRI pada umumnya tidak berhasil mendekonstrtuksi paradigma perbankan pedesaan komersialnya ketika harus memasuki siklus perbankan mikro dalam pengertian baru. Dengan kata lain, akumulasi pengetahuan yang dimiliki tidak memungkinkan untuk dilakukan transformasi sosial dan organisasional yang diperlukan dalam era keuangan mikro. Meskipun begitu, praktek pengorganisasian bisnis mikro BRI, khususnya dalam kondisi krisis, mendemonstrasikan suatu tipe pembelajaran organisasi yang lebih maju dari tipe triple-loop learning, dan dapat disebut sebagi quatro-loop learning. Dalam tipe pembelajaran ini, kapabilitas kebijaksanaan merupakan tataran yang mendorong pengelolaan perbedaan-perbedaan paradigmatik melalui manajemen keberagaman (diversity management). Dengan demikian, penelitian ini menawarkan suatu model organisasi alternatif dari LO, yaitu model yang menempatkan kebijaksanaan atau kearifan?pengetahuan yang paling tinggi?sebagai pusat dan penggerak dari berbagai sub-sistem dan aspek LO. Dalam kerangka pengembangan dan pendayagunaan kebijaksanaan secara maksimal untuk mendukung pembelajaran organisasi dan pengembangan fungsi transformatif dari bisnis perbankan mikro BRI, disarankan agar Pimpinan BRI memberikan otonomi pengorganisasian yang lebih tinggi kepada organisasi bisnis mikro BRI. Dengan begitu, organisasi bisnis mikro dapat dengan lebih leluasa memajukan kapabilitas pembelajaran dan penciptaan pengetahuannya yang diperlukan bagi transformasi kemasyarakatan dalam kerangka perbaikan kehidupan bagi semakin banyak kalangan dari masyarakat melalui perwujudan misi dan visinya di bidang perbankan mikro. Dengan begitu, organisasi bisnis mikro dapat dengan lebih mudah meningkatkan kapabilitas dan otoritasnya dalam mendekonstruksi paradigma perbankan mikro secara terus-menerus sehingga mampu menyesuaikan diri dengan tuntutan zaman, bahkan menjadi agen pembangunan atau transformasi masyarakat kebanyakan. Akhirnya, BRI mampu mempertahankan reputasinya di bidang perbankan mikro dengan bertumpu pada keunggulan kompetitifnya dalam pengembangan dan pendayagunaan pengetahuan lokal. Peningkatan otonomi organisasi bisnis mikro BRI dapat ditempuh melalui penyerahan semakin banyak wewenang kepada bisnis mikro, atau spin-off bisnis mikro dan pembentukan perusahaan induk (holding company) pada Bank BRI dimana bisnis mikro merupakan salah satu unitnya yang otonom. Dengan demikian, Bank BRI dapat mempertahankan keunggulan kompetitif dalam pelayanan perbankan mikro dan berkontribusi secara maksimal dalam memajukan perekonomian rakyat dan mendukung daya saing bangsa dalam masyarakat pengetahuan-global dengan berakar pada akar sejarah dan pengetahuan lokal.

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This research aims at better understanding of the role of knowledge-power in organizational development or transformation into a learning organization (LO). The analysis puts concern on the role of the bureaucracy paradigm versus the learning organization concept in the development of the ?governing ideas? (mission, core values, and vision), strategy, organizational structure and culture in the period of 1984?2006, and the implied role of the two competing paradigms on the people subsystem in that processes. The research design assumes the postmodernism standpoint of view and applies the postmodern systems approach and qualitative style of research. The study investigates the role of the two competing paradigms in directing the organizing policies by scrutinizing the interplays and contradictions of the two paradigms in the organizational aspects and subsystems studied. The deconstruction or critical text analysis is applied as the main method of analysis. The research reveals that local knowledge as usually practiced in learning organizations was adopted in designing the governing ideas and the content of the organizational strategy and culture of BRI?s Micro Banking Business at the beginning of the transformation into a commercial rural banking in 1984. Compared to the organizing of BIMAS program, the organizing of BRI?s commercial Unit System at its early phase demonstrated the character of a genuine LO, in the sense of performing ?new thinking and new way of doing? commercial rural banking. Meanwhile, the role of bureaucracy paradigm was dominantly held in designing the organizational structure and also in the processes of developing the organizational vision, strategy, and culture. This co-habitation of the two contradictory paradigms eventually results in a retreat to a ?frustrating organization.? This tendency has been contributed by the fixation of the past successful practices along with the increase of bureaucratization in organizing BRI?s micro banking business that was caused by internally and externally imposed regulations. BRI?s micro banking system suffers learning disabilities that inhibits its ability to grow better in the new landscape of micro banking world. It fails in deconstructing its own paradigm on commercial rural banking and also in inventing the new ways in organizing micro banking business in the new context of micro banking. But in the major crises, some senior leaders of BRI practiced a higher type of organizational learning that can be typified as quatro-loop learning. In this type of organizational learning, the fourth loop is the deployment of wisdom in facing the diversity of paradigms. Based on this finding, the research comes out with an alternative model of organization of LO in which the virtue or the wisdom capability is deployed as the center and driver of all subsystems and aspects of organization and/or in organizing. In order to support the development and utilization of wisdom as the topmost level of knowledge in organizing BRI?s micro banking business, it is suggested that the BRI?s Micro Banking Business should be given more autonomy, either through providing greater decentralization or by splitting it up from BRI?s other businesses and positioning it as an autonomous unit along with other businesses of BRI?s holding company. By so doing, BRI can maintain its reputation and contribution in eradicating the poverty in the country and help the nation in building her competitive advantage in the global-knowledge society."