57103 Knowledge Management Strategies

UTS: Communication: Journalism Information and Media Learning
Credit points: 8 cp
Result Type: Grade, no marks

Requisite(s): 57087 Knowledge Management and the Organisation OR 32534 Knowledge Management Systems OR 21860 Managing Knowledge

Handbook description

This subject builds on an understanding of organisational drivers for managing information and knowledge. Students investigate the characteristics of a broad range of strategies within the current rhetoric of knowledge management. This investigation considers the roles of enablers such as people, process, content and technology in planning and managing knowledge initiatives to reinforce, support and/or strengthen the knowledge environment. Topics covered are largely driven by current developments within knowledge management and include topics such as: building knowledge cultures, creativity and innovation, organisational memory, facilitating communities of practice, managing content, value creation and knowledge transfer. By subject end, students are be able to propose appropriate strategies for creating, sharing and using knowledge to achieve goals at both a group and organisational level.

Subject objectives/outcomes

At the conclusion of this subject, students are expected to be able to:

demonstrate an understanding of the range of tools, techniques and strategies that can be applied in knowledge-focused organisations
analyse knowledge management strategies in terms of the enablers of people, process, content and technology
select and justify appropriate knowledge management strategies for creating, sharing and using knowledge within specific organisational situations
identify issues in implementing knowledge management strategies within organisations
discuss current developments within the field of knowledge management
prepare recommendations for knowledge management strategies to strengthen and support the achievement of the strategic objectives of specific organisations.

Contribution to graduate profile

This subject provides students with the ability to demonstrate critical, reflective problem-solving capabilities and to develop knowledge management strategies in the context of their current or future professional roles.

Teaching and learning strategies

This subject is structured to provide a varied learning environment in which students are stimulated to explore knowledge management strategies and apply it to practical situations. Students will be involved in lectures, seminars with industry guests, online discussions and tutorial activities. Tutorial activities support the content by encouraging student learning through active participation with other students. Both individual and group work is expected. Students will be introduced to knowledge management strategies via case studies and the opportunity to consider organisations of significance to them.

Content

The subject will build on understandings of knowledge management to explore in detail the methodologies and techniques for understanding the complex relationships within the knowledge environment of organisations – some examples will include business narratives, knowledge mapping, and social network analysis. This will involve the organisational characteristics, structure and culture as well as the communication and innovation processes, technology structures and intellectual property issues. The selection and justification of knowledge interventions will be discussed, as will the challenges of building and operationalising these interventions in specific organisational contexts.

The subject draws on case studies, the latest literature and discussion in knowledge management to explore topics related to knowledge management strategies and implementations, such as:

creating and sustaining a knowledge sharing culture
communities of practice
creativity and innovation
developing human and social capital
using technologies to support knowledge
building and managing the knowledge repository
management and of intellectual capital
business narratives
implementing knowledge management strategies – managing risk and change
communicating and branding knowledge interventions
leadership and sponsorship
approaches to measuring and accounting for knowledge assets, value adding and leveraging of intellectual assets.

Assessment

Assessment item 1: Online group discussion and paper accompanied by an individual report

Objective(s):	a, b, d ,e
Weighting:	25%
Task:	You will participate in an online activity on the topic of business narratives. The purpose of this online activity is to explore contemporary thinking on business narratives and how they facilitate knowledge creation, knowledge sharing and change and to prepare a short group submission. You need to cover: what are business narratives? how can business narratives contribute to organisational change and facilitate knowledge sharing? examples of use of business narratives in organisations barriers to acceptance and understanding of business narratives Minimum requirements: Students must complete all three elements of the assignment to gain a satisfactory or better grade. Active participation in the online activity (evidenced by UTSOnline discussion board) Group submission on facilitating change within a KM framework (1,000 words) A personal reflection (individual) on collaboration, including collaboration in a virtual space – benefits, challenges and learnings – this reflective report should include evidence of relating your practical experience to relevant readings and research. (1,500 words)
Assessment criteria:	Note: An overall grade will be awarded – including the online activity and group submission (10% group grade) and the individual reflective review (15% individual grade) Demonstrated ability to: Actively participate in group discussion and decision making in virtual space Prepare a group submission that captures the online discussion and decisions Understand strategies for facilitating change within organisations Show evidence of reflective thought Show the relationship between knowledge management theory and practice Identify and discuss the benefits and challenges of collaboration and collaborative virtual teams Show evidence of wide reading, appropriately acknowledged

Assessment item 2: Academic paper

Objective(s):	a, b, d ,e
Weighting:	30%
Task:	In consultation with the lecturer, the student will define a topic/issue/area of debate within knowledge management that is of particular interest. Requirements: Students will research the topic widely in both the writings and debates within the professional framework (discussion forums, conferences, industry press, interviews with professionals) and theoretical and empirical literature. From this, students will prepare an analytical review assessing the relationship between theory and current practice. This is to be presented as an academic paper (suggested word length 3,000) The assignment has been deliberately framed extremely broadly to afford students the opportunity to examine topics of interest to them and/or of relevance to their professional development.
Assessment criteria:	Demonstrated ability to: Clearly define the focus of the paper within the context of knowledge management Understand and synthesise the key ideas and issues relevant to the chosen topic Present a coherent analysis and critique of key ideas Assess the relationship between knowledge management theory and practice Show evidence of wide and appropriate reading and research using both professional and academic information resources which supports the arguments presented Construct a paper with appropriate style and presentation; including clarity of expression and correct citation practices

Assessment item 3: Strategy paper

Objective(s):	a,b,d,c,f
Weighting:	45%
Task:	Students will be required to consider an organisational scenario (to be approved by the subject coordinator). The knowledge ecosystem is to be examined for gaps and opportunities. Students will prepare a strategy paper, which recommends appropriate knowledge and information intervention/s. The aim of this intervention/s is to better align knowledge to the organisational context and strategy. Students will identify and briefly analyse features of the implementation of the recommendation. Requirements: Short background to the scenario and the knowledge 'gap'. Identify and briefly discuss at least three possible options for knowledge management interventions to address the 'gap'. These will be supported by references to the scenario, knowledge management case studies and the literature of knowledge management. Identify and justify the preferred (recommended) option. Describe this option in some detail. Identify and discuss any relevant issues within the specific organisational context that might have an effect on the implementation of the recommended option, for example leadership, critical people, organisational politics, skills, processes, resources, and technology. Identify and assess any potential risks associated with the implementation. Briefly suggest some metrics for evaluating the 'success'/ outcomes of the knowledge management intervention. There is no set word limit for this paper – a guideline would be approximately 4,000 words. Report format suitable for a business context – appendices, tables, charts and use of dot points are expected. It is to be presented as a report suitable for senior decision makers.
Assessment criteria:	Demonstrated ability to: Show evidence of understanding of knowledge management strategies Identify and describe appropriate knowledge management interventions to meet the needs and context of an organisation. Justify the choice of a knowledge management intervention appropriate to an organisational context. Show understanding of aspects of the implementation of knowledge management, including risk analysis and planning Discuss metrics for knowledge management Present ideas in a concise, well structured report Show evidence of research, use and correct acknowledgement of appropriate resources.

Minimum requirements

Students are expected to read the subject outline to ensure they are familiar with the subject requirements. Since class discussion and participation in activities form an integral part of this subject, you are expected to attend, arrive punctually and actively participate in classes. If you experience difficulties meeting this requirement, please contact your lecturer. Students who have a reason for extended absence (e.g. illness) may be required to complete additional work to ensure they achieve the subject objectives.

Attendance is particularly important in this subject because it is based on a collaborative approach which involves essential workshopping and interchange of ideas. Students who attend fewer than ten classes are advised that their final work will not be assessed and that they are likely to fail the subject.

Indicative references

Core reference

Standards Australia International (2005) Australian standard in knowledge management: AS 5037-2005. Sydney: SAI (available free of charge via UTS Library site – Databases – Standards Online)

Additional readings will be provided regularly throughout the semester. Students are expected to research and read widely.

Allan, Julie, Fairtlough, Gerard, and Heinzen, Barbara.(2002) The Power of the Tale: Using Narratives for Organisational Success. London: Wiley.

Allee, V.(2002) The future of knowledge : increasing prosperity through value networks, Oxford : Butterworth-Heinemann.

British Standards Institute (2003) Guide to Measurements in Knowledge Management (PD 7502: 2003). London: BSI

Cohen, D. & Prusak, L. (2001) In good company : how social capital makes organizations work, Boston : Harvard Business School Press.

Collison, C and Parcell, G (2001) Learning to fly : practical lessons from one of the world's leading knowledge companies. Milford, CT : Capstone Publishing

Davenport T, Prusak L and Wilson, J. (2003) What's the Big Idea? Boston:Harvard Business School Press.

Denning, Stephen (2005) Leader's Guide to Storytelling. Jossey Bass. Chapters 1 & 2.

Dundon, Elaine. (2002) The Seeds of Innovation. New York: Amacon.

Frappaolo, Carl (2006) Knowledge Management. London: Capstone Express Exec

Hildreth P (2004) Going virtual: distributed communities of practice, Hershey, Pa.. Idea Group.

Hislop, Donald (2006) Knowledge management in organisations: a critical introduction. London: Oxford University Press.

Leonard, Dorothy and Swap, Walter. Deep Smarts: How to cultivate and transfer enduring business wisdom. Boston: Harvard Business School

Measuring knowledge assets (2001) CPA Australia: Melbourne.

Pfeffer, J and Sutton, R. (2000) The knowing-doing gap: how smart companies turn knowledge into action, Boston: Harvard Business Press

Schwabenland, Christina. (2006). Stories,Visions and Values in Voluntary Organisations. London: Ashgate Publishing.

Saint-Onge, H. and Wallace, D. (2003) Leveraging communities of practice for strategic advantage. Boston : Butterworth-Heinemann.

Ward, Victoria & Sbarcea, K. Voice: Storytelling is Knowledge Management

www.thinkingshift.com/page.php?key=48

Wenger, E., Mc Dermott, R and Snyder, W (2002) Cultivating communities of practice. Boston, Mass.: Harvard Business School Press.

Yates-Mercer P. and Bawden D (2002) 'Managing the paradox: the valuation of knowledge and knowledge management', Journal of Information Science 28(1) 19-29

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