Sulthan Dzaki Abdillah (1), Syti Sarah Maesaroh (2), Adi Prehanto (3)
Background: Digital transformation has reshaped organizational knowledge practices, yet human-centred distribution still dominates microinsurance in Indonesia. Specific background: Despite structured knowledge-sharing mechanisms in the partnership between PT Asuransi X and PT Microfinance Y, unit-level performance varies widely. Knowledge gap: Existing studies seldom examine how knowledge conversion operates across inter-organizational settings, particularly where digital tools coexist with intensive field-based routines. Aim: This study analyzes how knowledge is converted through the Socialization, Externalization, Combination, and Internalization stages to explain variability in microinsurance outcomes. Results: Findings show that knowledge conversion is disrupted by passive middle leadership, informal gatekeeping, inadequate documentation, technological instability, fragmented data access, misaligned incentives, and inconsistent cross-institutional coordination. High-performing units show stronger mentoring cultures, proactive leadership, reliable hybrid routines, and more stable knowledge cycles. Novelty: This study extends the SECI model into a digital–human inter-organizational ecosystem, revealing stage-specific breakdowns that cannot be explained by digital infrastructure alone. Implications: Strengthening middle-layer leadership, formalizing mentoring, stabilizing digital systems, aligning incentives, and improving cross-organizational governance are crucial to sustaining consistent knowledge conversion in microinsurance networks.
• Variability in microinsurance outcomes stems from stage-specific disruptions in the SECI cycle.• Middle-layer leadership and work culture determine whether knowledge flows or stalls across units.• Digital infrastructure alone is insufficient; consistent coordination and incentives are required for stable knowledge conversion.
Knowledge Conversion, SECI Model, Digital Collaboration, Microinsurance Networks, Organizational Learning
Indonesia Financial Group Progress, “Assessment on Indonesia’s life insurance industry. ,” in Economic Bulletin, 2025.
V. Verawaty and C. L. Rembulan, “Relasi Pertukaran Sosial antara Agen dan Nasabah Asuransi di Indonesia,” Jurnal Diversita, vol. 8, no. 2, pp. 180–204, Dec. 2022, doi: 10.31289/diversita.v8i2.6159.
U. Rusilowati, R. A. Metarini, and D. Sunarsi, “Utilizing Information Technology in Knowledge Sharing to Enhance the Performance of Public Organizations,” Jurnal Ilmiah Ilmu Administrasi Publik, vol. 13, no. 1, p. 325, Jun. 2023, doi: 10.26858/jiap.v13i1.47494.
A. I. Al-Alawi, H. Elias, and A. Mehrotra, “The effect of organizational culture on knowledge sharing: Case of logistics companies,” in 2022 International Conference on Data Analytics for Business and Industry (ICDABI), IEEE, Oct. 2022, pp. 93–97. Accessed: Oct. 22, 2025. [Online]. Available: https://doi.org/10.1109/icdabi56818.2022.10041685
Q. Li, Z. She, and J. Gu, “Managerial coaching and employee knowledge sharing: A daily diary study,” Journal of Occupational and Organizational Psychology, vol. 95, no. 4, pp. 821–845, Sep. 2022, doi: 10.1111/joop.12402.
J. W. Creswell and J. D. Creswell, Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. 6th ed. Thousand Oaks, CA: SAGE Publications, 2023.
V. Braun and V. Clarke, “Using thematic analysis in psychology,” Qualitative Research in Psychology, vol. 3, no. 2, pp. 77–101, Jan. 2006, doi: 10.1191/1478088706qp063oa.
S. Supiyandi, M. Hasanuddin, C. A. Rizki, and S. Khodijah, “Analysis of Knowledge Sharing Success in Multinational Firms: Organizational Culture Perspective,” Journal of Computer Science Artificial Intelligence and Communications, vol. 2, no. 1, pp. 24–28, May 2025, doi: 10.64803/jocsaic.v2i1.29.
S. D. Yapabandara and S. A. Divakara , “Retention of Tacit Knowledge Amid Rapid Employee Exodus: Implications of Human Capital Attrition in Sri Lanka’s Banking Sector,” Sri Lanka Journal of Management Studies, vol. 7, no. 1, pp. 18–35, Sep. 2025, doi: 10.4038/sljms.v7i1.169.
I. Onofre and L. Teixeira, “Critical Factors for a Successful Knowledge Management Implementation,” Electronic Journal of Knowledge Management, vol. 20, no. 2, Nov. 2022, doi: 10.34190/ejkm.20.2.2357.
A. S. Jameel and A. R. Ahmad, “The Role of Information and Communication Technology on Knowledge Sharing among the Academic Staff during COVID-19 Pandemic,” in 2020 2nd Annual International Conference on Information and Sciences (AiCIS), IEEE, Nov. 2020, pp. 141–147. Accessed: Oct. 22, 2025. [Online]. Available: https://doi.org/10.1109/aicis51645.2020.00032
I. Nonaka and H. Takeuchi, “Creating knowledge in practice,” in The Knowledge-Creating Company, Oxford University PressNew York, NY, 1995, pp. 95–123. Accessed: Oct. 22, 2025. [Online]. Available: https://doi.org/10.1093/oso/9780195092691.003.0004
Dr. S. M. Mwawasi, “Managerial Practices for Knowledge Sharing in Organizations,” International Journal of Research and Innovation in Social Science, vol. 06, no. 03, pp. 473–477, 2022, doi: 10.47772/ijriss.2022.6322.
D. P. Goyal, R. Kiran, and R. Hakhu, “Role of Knowledge Sharing Culture and Knowledge Management on the Corporate Performance: A Theoretical Discussion,” IIMS Journal of Management Science, vol. 3, no. 1, Jul. 2023, doi: 10.1177/ims.2012.3.1.34.
M. Astutik, M. Febrianti, and W. T. Sandy, “The Role of Knowledge Sharing as a Mediation of The Influence of Organizational Culture on Work Behavior,” International Conference of Business and Social Sciences, vol. 3, no. 1, pp. 685–694, Jan. 2024, doi: 10.24034/icobuss.v3i1.438.
R. Chaudhuri, S. Chatterjee, D. Vrontis, and G. Basile, “Examining the role of knowledge sharing among stakeholders and firm innovation performance: Moderating role of technology usage,” Business Ethics, the Environment & Responsibility, vol. 34, no. 1, pp. 43–57, Jul. 2023, doi: 10.1111/beer.12575.
M. Jalowski, S. J. Oks, and K. M. Möslein, “Fostering knowledge sharing: Design principles for persuasive digital technologies in open innovation projects,” Creativity and Innovation Management, vol. 32, no. 2, pp. 233–248, Sep. 2022, doi: 10.1111/caim.12520.
S. M. Jasimuddin and F. Saci, “Creating a Culture to Avoid Knowledge Hiding Within an Organization: The Role of Management Support,” Frontiers in Psychology, vol. 13, Mar. 2022, doi: 10.3389/fpsyg.2022.850989.
D. D. Bergh, L. D’Oria, T. R. Crook, and A. Roccapriore, “Is knowledge really the most important strategic resource? A meta‐analytic review,” Strategic Management Journal, vol. 46, no. 1, pp. 3–18, Jul. 2024, doi: 10.1002/smj.3645.