Working-Conflict Effect on Knowledge Sharing with Organizational Communication in Makassar New Port

This study aims to analyze the effect of work conflict on knowledge sharing with organizational communication as an intervening variable at PT. Indonesia Port IV (Persero) Makassar New Port Branch. This study uses saturated sampling technique, used a sample of 35 respondents’ employees of PT. Indonesia Port IV (Persero) Makassar New Port Branch. The research data were obtained from questionnaire (primary), literature study based on the purpose of the research. The analysis technique used the determination coefficient test (R2), multiple linear regression with hypothesis test, T test (partial) and Sobel Test. The results showed that work conflict has an indirect effect on knowledge sharing through organizational communication at PT. Indonesia Port IV (Persero) Makassar New Port Branch. Partially or directly, the work conflict variable on knowledge sharing has a significant influence. Then the work conflict on organizational communication has an insignificant influence. And organizational communication on knowledge sharing has a direct and significant effect.


INTORDUCTION
As companies that are mostly engaged in business continue to emerge, competitive competition between one company and another is increasing as well.This competition is one of the challenges and obstacles faced by the company itself.To overcome this, one way that can be used so that a company can be superior to other companies is to make the best use of the information in the company that can be used to meet the information needs of the company.
Companies will face a significant turnover of employees.In addition, the knowledge possessed by one employee becomes an asset of the employee himself.This becomes an obstacle, if an employee who has this knowledge is not in the office or leaves the company, the knowledge will come with the owner.An even more detrimental consequence of the company is the cost and time the company must spend to provide training to new employees on the knowledge of their predecessors.In information systems, there is one science concept that can answer these challenges, the concept of knowledge is Knowledge Management.Knowledge Management is not a new concept.However, its use in a company still plays a very important role.This is also recognized by Gao, Li, & Clarke (2008) who state that effective and efficient management of organizational knowledge and mobilization of personal knowledge can help in achieving the goals of the company.One part of Knowledge Management is Knowledge Sharing, where leaders and employees jointly start connecting, communicating, sharing and transferring their knowledge.Without sharing, the learning process and knowledge creation will be hampered.Without sharing, the scale of knowledge utilization is limited and there is no increase in value, because knowledge is only stored in the capabilities of certain individuals or organizational units.
The application of knowledge sharing as part of knowledge management in Indonesia has started to be carried out by companies engaged in various fields.One of them is a stateowned company engaged in the port sector, namely PT.Indonesia Port IV (Persero).
According to Van den Hooff & de Ridder (2004), a constructive communication climate in an organization is a central condition for successful knowledge sharing.Communication is the most important aspect so that information can be conveyed properly and employees can share knowledge well.Communication within the organization will affect the knowledge sharing that occurs in the organization.Knowledge sharing is an important source for organizations and a major function in knowledge management.
There are several factors that influence knowledge sharing, this is supported by research conducted by Diyah, et al. (2015) where from the results of their research it can be concluded that the factors that significantly influence Knowledge Sharing in the IT Division are Organizational Factors, Knowledge Resources, Individual Factors, and Technology, respectively.Where the individual factors have indicators including motivation and belief which are affected by the impact of the conflict.Given the complex nature of conflict, Panteli (2004) in his research said that if there are differences in perceptions between individuals / organizations and the relationship between them does not understand each other and is not managed properly, it can damage trust and even lead to distrust among them, and will also damage relationships and potential.for knowledge sharing, learning and knowledge creation.
Work conflict according to Mangkunegara ( 2009) is a situation where there is a conflict between two or more members of the organization or groups in the organization that arise because of joint activities that have different status, goals, values, and different perceptions.
In a company, problems usually occur, both among individuals and groups concerning their respective interests and the interests of the company.These problems will cause differences of opinion in principle or conflict.In general, conflict can have negative impacts (dysfunctional conflict), but there are also those that have a positive impact (functional conflict) for the company.It depends on how to manage and direct the conflict so that it becomes a conflict that can benefit the company and employees, this is in accordance with the theory put forward by Wirawan (2010) which discusses the effects of conflict.Conflicts that arise in teamwork are the result of differences in personality, perceptions, experiences, goals, motivations or beliefs of each member of the organization who communicate with each other at work.

LITERATURE REVIEW Work Conflict
Conflict is a condition where there are differences.There will always be differences because every employee has various desires, goals and knowledge.Work conflicts often occur between employees in a company and are an inevitable part and can occur due to differences between two or more people in the life of an organization, for example, such as differences in the goals of different stakeholders, perceptions, knowledge and other differences Theoretically, Robbins (2006) suggests two types of conflict, namely functional conflict and dysfunctional conflict.Functional conflict is a confrontation between groups that adds to the benefits of organizational performance.Dysfunctional conflict is any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals.
Conflict is the incompatibility of two or more opinions or actions considered in an organization.According to Pickering (2001), conflict occurs when in one event there are two or more opinions or actions that are competing or inconsistent.Conflict does not have to be hostile, although this situation can be part of the conflict.
In this study, using indicators from Fitriana (2013) Knowledge sharing allows the creation of ideas / innovations that will support the sustainability of the organization, increase the selling value so that it can compete with other organizations.
According to Cheng and Lau (2009), factors that influence people's decisions to engage in knowledgesharing activities are grouped into three sub groups, namely.1. Organizational Factors, 2. Individual Factors, 3. Technology Factor.

Organizational Communication
Communication is something that cannot be avoided in everyday life.Likewise in an organization or company, communication is the main key in the process of exchanging information between employees within the company.Communication is a means needed to coordinate and direct employee activities towards company goals or objectives.
Communication is the exchange of verbal and non-verbal messages between the sender and the recipient of the message to change behavior, Hasby (2017).Bangun (2012) defines communication as the delivery of information from the sender to the recipient of information and can be clearly understood by the recipient of the information.
There are 3 basic types of communication channels proposed by Handoko (2012) The analysis model used to test the hypothesis is by using Path Analysis.According to Rindi (2019) it is a Path Analysis extension of multiple linear regression which is used to analyze the relationship between variables with the aim of analyzing the direct or indirect effect of the set of independent variables on the dependent variable.The analysis equation is as follows.
The research conceptual framework based on the relationship between research variables is shown in Figure 1 below:  Source: Author's analysis (2020) Source: Author's analysis (2020) Testing the validity of the instrument using SPSS statistical software, where the standard criteria for the decision is by looking at the validity in the Corrected Item-Total Correlation column.If the correlation number obtained is greater than the critical number (r count > r table) then the instrument is said to be valid, Sugiyono The reliability test shows the extent to which a measuring instrument can provide relatively the same results when re-measured on the same object.The minimum reliability value of the accepted dimensions of latent variables is 0.60.The results of reliable testing for 37 question items, it appears that of the 37 question items tested, all question items are reliable because they have a Cronbach's alpha value if the deleted item is above 0.60, It can be specified that for the work conflict variable with 15 question items, all the question indicators in the work conflict variable Source: Author's analysis (2020) Based on table 7 above, it can be seen that the results of testing the hypothesis regarding work conflict have a tcount = 2.442 with a significance level of 0.024.This significant level is less than 0.05, which means that work conflict has a positive and significant direct effect on knowledge sharing.
Then for the organizational communication variable, the tcount = 2.597 with a significance level of 0.016 was obtained.The significance level is less than 0.05, which means that organizational communication has a significant positive direct effect on knowledge sharing.
Based on the results of the T test above, then it becomes the basis for knowing the magnitude of the indirect effect and the total effect between variables.
However, to determine whether the mediation effect is significant or not, the Sobel test is tested as follows.

DISCUSSION
From the results of data processing between work conflict and knowledge sharing, it can be seen that the path coefficient value is 0.451 and has a tcount = 2.442 with a significance level of 0.024.This significant level is less than 0.05, which means that work conflict has a positive and significant direct effect on knowledge sharing.This means that the work conflict that occurs is a functional work conflict that has a positive impact on knowledge sharing, so that the higher the level of work conflict, the better knowledge sharing.This result is in accordance with that stated by Wahyudi and Akdon (2005)  From the results of data processing between organizational communication and knowledge sharing, it can be seen that the t value = 2.597 with a significance level of 0.016.This significance level is less than 0.05, which means that the better the organizational communication, the better the knowledge sharing process will be.
The results of this study are in line with research conducted by Ervingka (2017) which states in his research that organizational communication has a significant effect on knowledge sharing, where the higher the organizational communication is carried out, the higher the employee's knowledge sharing, likewise with research conducted by Agnes et al. (2013) with the results of the study showing that organizational communication has a significant effect on knowledge sharing.
This means that the better organizational communication within a company, the better and smoother the knowledge sharing process between employees will be.Van den Hooff & de Ridder (2004) states that a constructive communication climate in an organization is a central condition for successful knowledge sharing.
The results of data processing on the relationship between work conflict and knowledge sharing through organizational communication using the sobel test show that there is an effect of work conflict mediation on knowledge sharing through organizational communication with the test results showing that t = 2.11722 is greater than t table with a significance level of 0, 05 which is 1.71714.
Then based on the total effect table, the direct and indirect relationship between variables is that the value of the direct effect is greater than the value of the indirect effect, namely 0.451 or 45.1%.The indirect effect must be calculated by multiplying the work conflict path coefficient (X) to organizational communication (Y1) with the organizational communication path coefficient (Y1) to knowledge sharing (Y2), namely (0.380) × (0.467) = 0.177 of 17.7%.So that the total direct and indirect effect in this study is 0.628 of 62.8%.And 0.372 or 37.2% is the influence of other variables Ɛ on knowledge sharing (Y2) which is not raised in this study.
Based on the data above, it can be concluded that in order to increase knowledge sharing in the organization, it is necessary to have a good relationship between all elements of the organization from superiors to subordinates by trusting each other in working together, and always communicating if there are differences of opinion or problems that occur, so that the communication process in sharing knowledge runs smoothly.
The relationship between direct and indirect influence on work conflicts, work communication, and knowledge sharing is a reciprocal relationship.This relationship can occur between individuals and individuals, individuals with groups or groups with groups.This is discussed in social interaction theory.Basrowi (2015) suggests that social interaction is a dynamic relationship that brings people together, groups with groups, and people with human groups.The form is not only cooperative, but also in the form of action, competition, dispute and the like.
One aspect of social interaction is communication.Soekanto (2002) argues that communication is conveying information, ideas, conceptions, knowledge and actions to each other as recipients or communicators as well as recipients or communicants.

CONCLUSION
Based on the results of the analysis that has been carried out, it shows that work conflicts that occur between employees have a positive impact in increasing knowledge sharing.
Good communication between individuals/organizations, the knowledge sharing process can happen by itself.Even well-communicated conflicts can create a knowledge sharing process.We no longer need to feel afraid because it turns out that the conflicts that occur do not always have bad consequences as long as they can be managed properly.Precisely with the existence of conflict will provoke the creativity and innovation of members of the organization both individually and collectively.

Table 1 .
Score on the aswer the quation

Table 2 .
Validity Test Result

Table 3 .
Reliability Test Result

Table 4 .
Multiple Linear Regression Test Results

Table 7 .
T-test Results; Knowledge Sharing as Dependent Variable (Y2) a. Dependent Variable: Knowledge Sharing

Table 8 .
Based on the results of this Sab, we can calculate the t statistical effect of mediation with the following formula.Direct, Indirect and Total Effects