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5oclol Netwotkloq lJeoufcouoo os 8lq uoto 5ootce fot leotoloq Otqoolzouoo lo 1elkom k&u ceotet
Soc|a| Network|ng Idennhcanon as 8|g Data Source
for Learn|ng Crgan|zanon |n 1e|kom k&D Center
Iranc|scus kaver|us Ar| W|bowo, 8esearch & uevelopmenL CenLer, 1elkom lndonesla
Iranc|scus kaver|us Ar| W|bowo
Abstract
This research is intended to identify the potential of social network applications
(Facebook and twitter) as Big Data sources in order to support continuous process in a
Ieaining oiganizalion, vilh case of TeIkon R&D Cenlei. Idenlihcalions viII covei lhe dala
sharing activity of individuals in the social network applications, their volume, variety
and veIocily. Thal idenlihcalion viII le anaIyzed lovaids lhe ieIalionship and palleins
of data, used as the ingredients of knowledge. Knowledge has become more important
for a learning organization especially in the fast growing environment, compared to
other resources in the organization. In the networked era today, knowledge inside an
organization can not only rely on form of formal sharing events, disseminations or
other common forms. Not all individuals inside an organization can develop shareable
knowledge as quick as it needed by the organization. But, those same individuals
could easily share a great amount of data among their relatives inside social network
applications, such as Facebook or Twitter. Oceans of data can be found in those social
networks which could be captured and analyzed for their relationships and patterns;
this is the simple form of Big Data. Big Data can be utilized to increase the learning
process inside a learning organization in volume, variety and velocity.
Keywords: Sccia| Nc|ucr|, 8ig Da|a, |carning Organiza|icn
Introducnon
Recently, organizations are faced with big challenges from high level of
competition while maintaining people inside the organization is very hard. Competitions
required dynamic knowledge on customers, competitors, company, and changes on
social-culture, market, technology and political-legal aspects. That knowledge should
be kept and maintained inside the organization despite the changes of organizational
structures and people inside the organizations.
As Learning Organization (LO), one of the critical aspects is regarding the
knowledge generation and sharing
[1]
, which is some of the core activities of knowledge
management. As organization implement knowledge management, knowledge
management should be practiced an integrated discipline. Some organizations choose
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to insert the knowledge management activities as one of their organization culture while
some integrate the process in their business process. Those approaches sometimes faced
implementation barrier which leads to the hold of knowledge management process.
Meanwhile, the rise of social networking services, such as Facebook and Twitter
had broken the boundaries (geographical, social status, ages, sex, and others) among
lheii useis. Infoinalions ovn and shaied anong useis. The dala shaied inside lhose
services are massive. Facebook itself stored 500 TeraByte of data each day back in 2012

[2]
, not to mention other internet generated data sources. Together with corporate data,
those massive data is called the Big Data. Many researches are conducted in this area
in order to tame the three main characteristic of big data, i.e. its volume, velocity, and
variety.
As sources of huge information, the Big Data can be considered to have huge
potential of knowledge full information in form of unstructured data which may came
from the Social Network Services used by employee or organization members. Social
network services also can be the media to share that knowledge full information in the
organization. Therefore, social network services can be seen as potential source of data,
in form of big data, to build knowledge that can be used in the learning organization.
This paper will describe the study conducted in Telkom Research & Development
Cenlei (R&D Cenlei), iegaiding lhe idenlihcalion of sociaI nelvoik seivices as souice
of Big Data for learning organization. Telkom R&D Center as leader of innovation in
Telkom, can be considered a good model for learning organization. Not only because its
employee are learning individuals with international networking and very good access
to numbers of social network services, but also it conducts the knowledge management
practice and has included the knowledge management activities in its business process.
Therefore, Telkom R&D Center can be a good case study for this topic.
know|edge Management |n Learn|ng Crgan|zanon
uefoloq leotoloq Otqoolzouoo
The lein Leaining Oiganizalion (LO) is dehned ly oiganizalionaI piaclilioneis
in a vaiiely of vays. WhiIe a singIe dehnilion is eIusive, nosl expeils viev a Ieaining
organization as a constantly evolving, living system focused on knowledge
acquisilion and inpioved peifoinance (Caivin, 1993:8O). Caivin (1993:8O) sels foilh
another explanation of a learning organization, an organization skilled at creating,
acquiiing and liansfeiiing knovIedge, and al nodifying ils lehavioi lo ieecl nev
knovIedge and insighls. Olhei dehnilions of LO can le dehned as foIIov:
a. Learning Organization is characterized by total employee involvement in a process
of collaboratively conducted, collectively accountable change directed towards
shaied vaIues oi piincipIes (Walkins and Maisick, 1992:118).
b. The Learning Organization is a vision of what might be possible. A Learning
Company is an organization that facilitates that learning of all its members and
continuously transform itself (Pedler, et al, 1991:1).
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5oclol Netwotkloq lJeoufcouoo os 8lq uoto 5ootce fot leotoloq Otqoolzouoo lo 1elkom k&u ceotet
c. Senge (199O:15) dehned a Ieaining oiganizalion as an oiganizalion lhal is
continually expanding its capacity to create its future. For such an organization, it
is not enough merely to survive. Survival learning or what is more often termed
adaptive learning must be joined by generative learning learning that enhances
our capacity to create. Learning Organization are organizations where people
continually expand their capacity to create the result they truly desire, where new
and expansive patterns of thinking are nurtured, where collective aspiration is set
free, and where people are continually learning to see the whole together
As earlier described by Senge (1990), Argyris and Schon (1996), Argyris (1991),
and Schon (1983), lheie aie hve chaiacleiislics of Ieaining oiganizalion, i.e.:
a. Self-mastery (individual): the ability to honestly and openly see reality as it exists; to
clarify ones personal vision
b. Mental models ( individual): The ability to compare reality or personal vision with
perceptions; reconciling both into a coherent understanding
c. Shared vision (group): The ability of a group of individuals to hold a shared picture
of a mutually desirable future
d. Team learning (group): The ability of a group of individuals to suspend personal
assumptions about each other and engage in dialogue rather than discussion
e. Systems thinking (group): The ability to see interrelationships rather than linear
cause-effect; the ability to think in context and appreciate the consequences of actions
on other parts of the system
koowleJqe lo leotoloq Otqoolzouoo

Learning Organization (LO) is characterized by its ability to scan for information
that exist around its environment, produce information by itself, and encourage the
sharing of knowledge between individuals in team
[6]
. The process is guided by structure
and the vision of strategic leadership of the organization. Work processes in LO must
integrate every aspect of knowledge, enable knowledge dissemination and supported
by its knowledge sharing culture.
Learning in organization is happened when there are changes in knowledge inside
individuaI. OiganizalionaI knovIedge is knovIedge independenl of specihc nenleis in
the organization, e.g. knowledge in know-ledge repositories, and knowledge embedded
in policies, and routines. Organizational Learning (OL) is considered to depend on the
collective cognitive processes of individuals. Individuals can be regarded as subsystems
in the organization. The concept of LO regards the organization as an entity and focuses
what are the characteristics such that encourages its members may learn. OL, on the
other hand, focuses on how learning is developed in an organization.
Learning process in the organization is supported by Knowledge Management
(KM). KM ilseIf is nol a singIe discipIine lul conpiise of nuneious heId of piocess lhal
can be modeled in some activities
[7]
, i.e.:
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a. Knowledge Creation
b. Knowledge Retention
c. Knowledge Transfer
d. Knowledge Utilization
According to King (2009), KM is the planning, organizing, motivating, and
controlling of people, processes and systems in the organization to ensure that its
knowledge-related assets are improved and effectively employed. Knowledge-related
assets include knowledge in the form of printed documents such as patents and
manuals, knowledge stored in electronic repositories such as a best-practices database,
employees knowledge about the best way to do their jobs, knowledge that is held by
teams who have been working on focused problems and knowledge that is embedded
in the organizations products, processes and relationships.
KM piocess invoIves knovIedge acquisilion, ciealion, iehnenenl, sloiage,
transfer, sharing, and utilization. King (2009) also implied that goals of KM were the
leveraging and improvement of organizations knowledge assets to effectuate better
knowledge practices, improved organizational behaviors, better decisions and improved
organizational performance.
8|g Data |n know|edge Management
Big data could be describes as data that exceed the processing capacity of
conventional database systems. It has the 3Vs characteristics, i.e. Volume, Velocity and
Variety. This kind of data can be produced hugely in very short of time and had large
number of variety. This big data can be source of potential information in form of data
value extracted from it.
While in the Knowledge Management (KM), a collaboration tools for sharing
documents, artifacts and other knowledge related material is usually used to support
knowledge sharing activities. This tools support the goals of a Knowledge Management
function, i.e.:
- To enalIe lhe efhcienl sloiage and shaiing of knovIedge ilens lo ensuie lhe iighl
information is delivered to the appropriate persons at the right time;
- To provide the correct knowledge timely and to ensure its reliability.
KM is dealing with the process of knowledge creation which can be generated by
individual inside the organization or system generated information. If the knowledge is
generated by a system, a method of data analytics is used to analyze the data collected
inside the data warehouse. These data is categorized as structured data, while these days
the rise of social networking services also generated massive unstructured data that can
be handled by big data technology.
The problems related with knowledge creation from social networking service is
lo hnd lhe coiieIalion of dala shaied in sociaI nelvoiking seivices vilh lhe knovIedge
needed in the business process of an organizations. Social networking services can be the
source for individual to extract the information in order to enhance his/her knowledge.
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Social networking services can also act as media to share individuals knowledge
throughout his/her organization. This possibility would be measured by the correlation
between process and the information inside social network services.
know|edge Management |n k&D Center
koowleJqe Moooqemeot lo k&u
R&D team is focused on generating knowledge. Hence R&D workers are all
ly dehnilion knovIedge voikeis. KM in R&D is focused lo piovide lhe appiopiiale
information needed for those knowledge workers. Two approaches are suggested in
|8j

for providing knowledge to R&D team, i.e.: free access and structured access.
In
[9]
the model of KM for R&D is described. The model gives the relations of
organizational characteristics, R&D KM focus and KM components. The models can be
vieved in hguie 1.
Figure 1. RcD KM Mcdc|
j9]
From this model, this research will focus on the KM components of Knowledge
Resources, KM activities and IT Systems. These KM components are the component
of R&D KM focus of Project based Task & R&D knowledge. This R&D KM focus is
organizational characteristic of R&D task.
1elkom k&u ceotet uolts
Telkom R&D Center (RDC) consists of four core departments, i.e.: Management
Networks R&D, Infrastructure R&D, Service & Product R&D, and Business Research
Department. Besides those departments, RDC has Planning & Controlling department
(R&D management) and General Support department. R&D core functions as an
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innovation, research, development, and testing unit, are done inside the core departments
which led by Senior Managers, empowered by researchers and labs in each department.
RDC have practice the KM along with the implementation of KM in Telkom.
RDC include the KM process in its business process, which required all activities or
project inside RDC to make a sharing knowledge session.
Methodo|ogy and Data
keseotcb ueslqo
This study uses associative research / relationship that aim to determine the
relationship between two or more variables. This study has the highest levels when
compared with the descriptive and comparative study. Of this research will be able to
know how big a role as social networking data for learning organization in Telkom R &
D Center. Based on the dimensions of time, this study belong to the cross sectional data
retrieval research is only done one time only (Sekaran & Bougie, 2010:119).
Variable is a concept that has more than one value, condition, category, or
condilion (Sangadji and Sopiah, 2O1O:42). Accoiding lo Sekaian (2OO3:87), a vaiialIe is
something that can produce a different value and variable, and the value can be changed
in the time-varying for a single object or the same person or at the same time on different
objects or people. An analysis procedure can be applied or not to treat and analyze the
measurement result depends on the type of measurement scale used. Variables in this
study namely social network, knowledge resources, KM Tengah, and IT systems.
Validity testing is done through item analysis, the scores correlate each item with
the total score is the sum of each score item (Sugiyono, 2007) with the formula:
( ) { } ( ) { }




=
2
2
2
2
) )( (
Y Y n X X n
Y X XY n
r
yx
(1)
With:
r
yx
= Ccrrc|a|icn Cccfjcicn|s Pcarscn Prcduc| Mcncn|
X = i|cn sccrc
Y = |c|a| i|cn sccrc
n = nunocr cf rcspcndcn|
If lhe coiieIalion coefhcienl is posilive and signihcanl , lhen lhe ilen in queslion
is vaIid , olheivise if il is nol signihcanl oi is negalive , lhen lhe ilen is nol vaIid and
should be removed from the questionnaire ( Sugiyono , 2007) . According to Kaplan , an
item is said to be a valid question or can measure the variables in question if the validity
coefhcienl giealei lhan oi equaI lo lhe vaIue of O,361 i lalIe vilh u = 5 and n = 3O (
Sugiyono , 2O11:348 ).
Reliability is a term used to indicate the extent to which a measurement is
ieIaliveIy consislenl iesuIls vhen neasuiing insliunenl used iepealedIy. (Unai, 2OO3:87)
. Reliability include three important aspects , namely : measuring instruments used must
be stable , reliable (dependability) and predictable (predictability), so that the measuring
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5oclol Netwotkloq lJeoufcouoo os 8lq uoto 5ootce fot leotoloq Otqoolzouoo lo 1elkom k&u ceotet
insliunenl has high ieIialiIily oi liuslvoilhy (Nalzii , 1998: 61). To deleinine accuiacy
of measuring instruments used is the Cronbach alpha reliability formula is:
r
xx
=
2
1
2
1
1
k
x
i
y
s
k
k s
o
=
| |
|
|
=
|
|
\ .

(2)
s
x
2
=
( )
1
1
2

=
n
X X
n
i
i
(3)
sy2 =
( )
1
1
2

=
n
Y Y
n
i
i
(4)

where:
i xx = ieIialiIily coefhcienl vaIue Alpha Cronbachs
k = number of item
s
xi
= variance of each item
s
y
= variance of score total item of respondents
A set of questions to measure a variable is said to be reliable and succeeded in
neasuiing lhe vaiialIes lhal ve neasuie if lhe ieIialiIily coefhcienl is noie lhan equaI
lo O.7O (ChozaIi, 2O11:48). KapIan slaled: Il has leen suggesled lhal iealiIily eslinales
in lhe iange of O,7O lo O,8O aie good enough foi nosl puiposes in lasic ieseaich (KapIan
& Saccuzzo, 1993:126).
The sampling design for this study includes representative of each department in
Telkom RDC. The number of respondent used for this study is 30 (thirty) respondents.
Analysis of the data from this study is multiple regressions. Multiple regression
analysis is a technique used to determine whether there is a functional relationship
between the variables X1 (knowledge resources), X2 (KM activities), X3 (IT systems),
and Y (Social Network). The formula used is:
Y I
0
I
1
X
1
I
2
X
2
+e (5)
where:
Y : estimate value Ior social network variable
X
1
: knowledge resources variable
X
2
: KM activities variable
X
3
: IT systems
I
0
: Intercept
I
1,
I
2
: regression coefcient
5otvey kesolt
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The suivey vas done ofine using queslions and ansveis nelhod. The iesuIl of
answer is calculated to check their validity. Based on the (2) the entire questions item
related to Social Network Variable (Y), Knowledge Resources (X
1
), KM Activities Variable
(X
2
), and IT Systems Variable (X
3
) were tested to check their validity as measurement
looIs foi lhis sludy. The lesls iesuIls shov lhal aII of lhe vaiialIes have vaIidily coefhcienl
greater than r-table, therefore all the items were valid.
The reliability test was done for all the valid questions. From the test wed
learned that all the items in Social Network Variable (Y), Knowledge Resources (X
1
), KM
Activities Variable (X
2
), and IT Systems Variable (X
3
) were reliable.
Respondents in this study were employees of the R & D Center Telkom Indonesia
of aII unils. Queslionnaiies conducled lhiough ofine. Queslionnaiies veie coIIecled
and are eligible to use a total of 30 questionnaires. This is because respondents know and
never use social networks to receive and share information.
Table 1 below shows the correlation results of all variables. From this result the
correlations between variables are:
1. Social network does not affect the knowledge resources
2. Social network does not affect the KM Activities
3. SociaI nelvoik inuence on IT syslens as Iaige as O.O47
Table 1. Correlations
of Variables
VAR00001 VAR00002 VAR00003 VAR00004
Pearson Correlation
VAR00001 1.000 -.037 -.109 .047
VAR00002 -.037 1.000 .761 .155
VAR00003 -.109 .761 1.000 .295
VAR00004 .047 .155 .295 1.000
Sig. (1-tailed)
VAR00001 . .423 .283 .403
VAR00002 .423 . .000 .207
VAR00003 .283 .000 . .056
VAR00004 .403 .207 .056 .
N VAR00001 30 30 30 30
VAR00002 30 30 30 30
VAR00003 30 30 30 30
VAR00004 30 30 30 30
The hisl coiieIalion iesuIl indicales lhal sociaI nelvoik seivice is nol affecling
the knowledge resources. The result can be understood that individuals in Telkom RDC
are not using social network services such as Facebook or Twitter as the knowledge
resource. This indication can also be perceived that the individuals in Telkom RDC are
not relying on social network service to share their knowledge. If we evaluate the KM in
RDC, each member of RDC usually had their own resources to update their knowledge
and then use the sharing knowledge events as main activities to share the knowledge
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among RDC members.
The second correlation result indicates that social network service is not affecting
the knowledge activities. This result can be understood that individuals in Telkom RDC
are not using social network services such as Facebook or Twitter as the KM activities
tools. This indication can also be perceived that the individuals in Telkom RDC are not
using the social network services to do the activities of KM, including creation, retention,
transfer and utilization. If we evaluate the KM activities in Telkom RDC, the activities are
including the knowledge creation in form of formal documents, articles or presentations,
a KM system to store and share the knowledge and continuous update on the knowledge
as the result of the utilization of certain knowledge.
The third correlation result indicates that social network service is affecting the IT
system of R&D activities. This result can be understood that individuals in Telkom RDC
are using social network services such as Facebook or Twitter as the IT system related
sources. This indication can also be perceived that the individuals in Telkom RDC are
using social network service to share the IT system in R&D activities. If we evaluate the
KM activities in Telkom RDC, the RDC members usually an IT experienced individuals
who will be happy also to share the IT related knowledge that supported R&D activities
among the members through social networking service.
Conc|us|on & Iurther kesearch
To conclude this study, the potential of using Social Network Service such as
Facebook and Twitter as source of Knowledge Management, by using Big Data, in
Telkom RDC is less promising. The result shows that the correlation of social network
services with three main KM activities for R&D in the case of Telkom RDC were only
resulted one KM activities that affected by social network services. Furthermore the
evaluations of ongoing KM activities inside Telkom RDC were not related with the use
of social network services.
AIlhough lhe hndings aie nol suppoiling lhe eaiIy hypolhesis, lhe ieseaich of
social network service impact in KM activities by using Big Data is a very interesting
topic. Various case studies in more broad area of organization could come up with very
diffeienl iesuIl. The ieseaich can aIso le conlinued ly hnding lhe nelhod in exliacling
value from social network services as feed to Big Data towards a KM system to support
learning organization.
This research was only conducted in Telkom RDC, which in general is a very
different organization inside Telkom Indonesia, compared to other operational and
supporting units. Therefore, it is suggested to leverage this study to include also samples
from all units in Telkom. The result could be mapped for later research.
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