Building a Learning Organization: The Role of Knowledge Sharing, Communication Climate, and Interpersonal Trust at the Ambon City Transportation Agency

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Maluku— Three Factors That Turn Ambon’s Transportation Agency into a Learning Organization: Sharing, Communication, and Trust. Research conducted by Felix Chandra and Nurul Maghfirah from the Faculty of Economics and Business, Pattimura University, published in January 2026 in the International Journal of Management Analytics (IJMA).

The research conducted by Felix Chandra and Nurul Maghfirah from the Faculty of Economics and Business, Pattimura University, confirms that the ability of government agencies to learn quickly is no longer an option, but a necessity.

The results show that these three factors are not only influential, but also form an important foundation for public organizations to adapt, improve services, and avoid getting stuck in a “go it alone” work culture.

The Core Problem: Technology Exists, but Knowledge Doesn’t Flow

The study highlights a common bureaucratic challenge: organizations may already have communication tools and formal structures, yet employees still hesitate to share knowledge openly.

Through preliminary interviews, the authors identified a “silo mentality” inside the agency—where staff work in isolation and treat information as personal property rather than organizational capital. As a result, much knowledge remains as tacit knowledge, stored only in individuals’ experience, instead of becoming shared organizational assets.

Chandra and Maghfirah emphasize that becoming a learning organization is not simply about training programs. It is a daily working habit built through open dialogue, collaborative problem-solving, and mutual trust.

What Is a Learning Organization—and Why Does It Matter?

In the study, a Learning Organization is defined as an organization that continuously learns, adapts, and transforms itself to respond to change.

The authors reference the widely known perspective of Peter Senge, who describes learning organizations as environments where individuals develop their capacity, strengthen collective aspirations, and build new patterns of thinking. However, in practice, public organizations often struggle due to rigid systems and individualistic work culture.

For a transportation agency, learning capacity is crucial because public transport and traffic management issues are highly dynamic. Congestion, road safety, regulations, and field coordination change constantly. Agencies that cannot learn quickly risk delivering outdated and inefficient services.

What the Study Examined: Three Key Drivers of Organizational Learning

Chandra and Maghfirah focused on three internal variables that are often underestimated in public-sector reforms:

1) Knowledge Sharing

Knowledge sharing refers to structured activities where employees exchange experiences, work insights, and practical solutions.

The authors note that weak reward systems and limited recognition for sharing information often reduce employees’ motivation to contribute knowledge.

2) Communication Climate

Communication climate refers to employees’ shared perception of whether communication inside the organization is open, supportive, and transparent.

A poor communication climate creates psychological barriers, making staff reluctant to speak up, share feedback, or coordinate across divisions.

3) Interpersonal Trust

Interpersonal trust is the belief that colleagues can be relied on and will not misuse information.

The study highlights that low trust often pushes employees to keep information to themselves, fearing conflict, blame, or manipulation.

Research Method: Employee Survey and Statistical Analysis

The study used a quantitative explanatory approach, collecting data through questionnaires.

Population: 62 employees
Sample: 38 employees
Sampling technique: simple random sampling
Sample calculation: Slovin formula
Data analysis: multiple linear regression using SPSS

Each variable was measured using established indicators, including:

knowledge donating and knowledge collecting (knowledge sharing),
openness, support, shared decision-making (communication climate),
reliability, honesty, emotionality (interpersonal trust),
Marsick & Watkins dimensions (learning organization).

Key Results: All Three Factors Are Significant

The statistical findings confirm that the three factors significantly influence learning organization development.

Combined Effect (F-Test)

The study found a strong simultaneous effect:

F-value = 58.581
significance = 0.000

This means improvements in knowledge sharing, communication climate, and interpersonal trust collectively strengthen learning organization culture.

Individual Effects (t-Test)

1) Knowledge Sharing → Learning Organization

t-value = 2.032
significance = 0.050

2) Communication Climate → Learning Organization

t-value = 2.275
significance = 0.029

3) Interpersonal Trust → Learning Organization

t-value = 2.141
significance = 0.039

All three variables were statistically significant, meaning none can be ignored if an organization wants to build a learning culture.

Regression Model: Trust Has the Strongest Impact

The regression equation produced in the study is:

Y = 2.092 + 0.234X1 + 0.354X2 + 0.560X3

Where:

X1 = Knowledge Sharing
X2 = Communication Climate
X3 = Interpersonal Trust
Y = Learning Organization

The coefficients show that interpersonal trust (0.560) has the largest influence.

In other words: an organization may create knowledge-sharing forums and communication channels, but without trust, employees will still hesitate to share and collaborate.

Why These Three Factors Matter

Knowledge Sharing Turns Experience into Collective Capital

The authors argue that knowledge sharing helps employees understand cross-functional tasks, encourages learning habits, and strengthens teamwork.

In public service, this matters because service delivery requires coordination across multiple units and field teams.

Communication Climate Creates a Safe Space for Dialogue

A supportive communication climate allows staff to speak openly, give feedback, and participate in decision-making.

When employees feel respected and heard, learning becomes a natural and continuous process rather than an enforced program.

Trust Holds the Entire Learning Process Together

Trust creates psychological safety. It enables employees to share information without fear, admit mistakes, accept feedback, and view criticism as improvement—not as personal threats.

Practical Implications for Public Institutions in Indonesia

The study offers several lessons that extend beyond the Ambon City Transportation Agency.

1) Digital reform is not enough

Many government agencies focus on digital platforms, but the research shows that technology alone cannot create learning culture.

2) Cross-unit forums should become routine

The authors recommend routine cross-division discussions as a practical way to increase knowledge sharing and coordination.

3) Leaders must protect transparency

Organizational leaders play a key role in building a healthy communication climate through openness and consistent information-sharing.

4) Trust is a long-term investment

Trust cannot be built through formal instructions. It grows through fairness, consistency, honesty, and daily interactions.

Author Profiles

Felix Chandra - Universitas Pattimura
Nurul Maghfirah - Universitas Pattimura

Research Source

Felix, Nurul. Building a Learning Organization: The Role of Knowledge Sharing, Communication Climate, and Interpersonal Trust at the Ambon City Transportation Agency International Journal of Management Analytics (IJMA)Vol. 4 No. 1 (Januari 2026), hlm. 87–102

DOI: https://doi.org/10.59890/ijma.v4i1.283

URL: https://dmimultitechpublisher.my.id/index.php/ijma