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KM&M addresses 4 areas which, between them, provide an understanding of the valuable role intangible assets play in business operations and business values.

A variety of methods are employed in course delivery – lectures & workshops, case studies, simulations, guided research and self study.

The course begins with an examination of the role that knowledge plays within contemporary organisations and the effect that intangibles have on business value.

The concepts and components of knowledge management are investigated – with particular emphasis on knowledge creation, maintenance and dispersal of knowledge and how that either creates competitive advantage or is pivotal in the mission delivery of not-for-profits. This leads to an understanding of knowledge creation systems. We will also use a series of tools that are utilised by practitioners in this area.

A key component of any management system comprises the ability to control measure and assess the assets (and their components) within an organisation. Several measurement models will be examined and we will apply these models to contemporary accounting standards.

Learning objectives for the course

1. Understand the role that knowledge and intellectual capital play in modern organisations
2. Understand how knowledge is created shared and disseminated in organisations
3. Understand how knowledge and intellectual capital can be managed and measured
4. Apply the concepts developed

Text Books: Ashok Jashapara, 2011, Knowledge Management: an integrated approach, Second Edition, Prentice Hall

Topic(s)	Reading(s)	Case(s)
Course and learning outline What is knowledge? What is knowledge management? Single and double loop learning Learning oprganisations	Jashapara Chapters 1 and 2 Argyris C (1991), Teaching Smart People How to Learn, Harvard Business Review, May-June Garvin DA (1993), Building a Learning Organization, Harvard Business Review, July-August Jashapara Chapters 5 and 6	* Plato and leadership * Carly Fiorina, CEO, Hewlett Packard
The Knowledge Creation Process A Knowledge Based Theory of the Firm Identifying knowledge Assets	Nonaka I (1991),  The Knowledge Creating Company, Harvard Business Review, November-December Nonaka I & Konno N (1998), The Concept of "Ba": Building a Foundation for Knowledge Creation, California Management Review, Vol 40 No 3 Arling PA & Chun MWS (2011), Facilitating new knowledge creation and obtaining knowledge management maturity, Journal of Knowledge Management Vol 15 No 5 Sveiby KE (2001),  A knowledge-based theory of the firm to guide in strategy formulation, Journal of Intellectual Capital, Vol 2 No 4 Allee V (2000), The value evolution: Addressing larger implications of an intellectual capital and intangibles perspective, Journal of Intellectual Capital Vol 1 No 1 Hansen MT, Nohria N & Tierney T (1999) What’s Your Startegy for Managing Knowledge? Harvard Business Review, March-April Jashapara Chapter 4	** BSW
Learning before, during and after	NASA case Further readings will be advised	** NWL
Collaboration Communities of Practice	Sveib y K-E & Simons R (2002) Collaborative Climate and Effective Knowledge Work – an empirical study, Journal of Knowledge Management Vol 6 No 5 Sveiby K-E (2007), Disabling the context for Knowledge Work: the role of managers’ behaviours, Management Decision Vol 45 No 10 Lesser EL & Storck J (2001), Communities of practice and organizational performance, IBM Systems Journal Vol 40 No 4  Iaquinto B, Ison R & Faggian R (2011), Creating communities of practice: scoping purposeful design, Journal of Knowledge Management Vol 15 No 1
Internal Structures	Jashapara Chapters 7 and 8
Social Networks Value Network Analysis	Cross R, Parker A & Borgatti SP (2002), A bird’s-eye view: Using social network analysis to improve knowledge creation and sharing, IBM Institute for Knowledge-based Organizations Parker A, Cross R & Walsh D (2001), Improving Collaboration with Social Network Analysis, Knowledge Management Review Vol 4 No 2 Cross R, Liedtka J & Weiss L (2005), A Practical Guide to Social Networks, Harvard Business Review, March Allee V (2008), Value network analysis and value conversions of tangible and intangible assets, Journal of Intellectual Capital Vol 9 No 1 Allee V (2009), Value-creating networks: organisational issues and challenges, The Learning Organisation Vol 16 No 6	** SNA class case
Measurement	Danish Agency for Trade & Industry (2000), A Guideline for Intellectual Capital Statements Mouritzen J et al (2002), Developing and managing knowledge through intellectual capital statements, Journal of Intellectual Capital Vol 3 No 1 Lev B, Extract Sveiby articles	** ETI
People	Nonaka I & Takeuchi H (2011) Wise Leadership, Harvard Business Review, May Hansen MT & von Oetinger B (2001), Introducing TShaped Managers, Harvard Business Review, March Quinn JB, Anderson P & Finkelstein S (1996), Leveraging Intellect, Academy of Management Executive Vol 10 No 3

* Includes a Learning Mat Group exercise

** Includes a Learning Mat Group exercise (assessable)

The course uses a combination of lectures, group discussions, learning mat exercises,simulations and self study

The University expects full-time students (i.e. those taking 12 units per semester) to devote atotal of 48 hours per week to their studies. This means that you are expected to commitapproximately 9 hours for a three-unit course or 13 hours for a four-unit course, of privatestudy outside of your regular classes.Students in this course are expected to attend all lectures throughout the semester.

Assessment Task	Weighting	Description	Learning Outcome
Class Test 1	10%	What is KM? Single and doubleloop learning The knowledge creation process Learning organisations Knowledge based theory of the firm Identifying knowledge assets
Individual Assignment	25%	Case Analysis. Case TBA, may be done in pairs.
Group Project	15%	Topics will be distributed in class
Learning Mats	15% (for the four)	Vasa BSW Northumbria  Water SNA Eti
Final In-Class Test	25%	Open Book 3 Hour Exam
Peer Assessment	10%

Presentation of Assignments
• Please must retain a copy of all assignments submitted.
• Please attach an ‘Assignment Cover Sheet’, which is signed and dated by you beforesubmission.
• All group assignments must be attached to a ‘Group Assignment Cover Sheet’, whichmust be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.
• Please ensure you include your names(s) in a header or footer in the document.

Lecturers can refuse to accept assignments, which do not have a signed acknowledgement ofthe University’s policy on plagiarism.


Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given toyou at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded fromhttp://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf

This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important todraw on the relevant ‘literature’ to support critical analysis. Also essential is to reference theliterature used. Correct referencing is important because it identifies the source of the ideasand arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later inthis course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this styleof referencing can be found in the Communication Skills Guide.

Further assistance with referencing is available from the Faculty’s Learning Support Advisors.The contact details are provided on page 6 of the Communication Skills Guide.


Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitablesystem. Extensions will generally only be given for medical or other serious reasons. Allrequests for extensions must be emailed to the lecturer in charge of the course before the duedate. Each request will be assessed on its merits. A late assignment (without priorarrangement) will be penalised by a 5% mark reduction for each day that it is late.

Return of Assignments
Lecturers aim to mark and return assignments to students within two (2) weeks of the due datewith written feedback. Students are responsible for collecting their marked assignments fromeither their tutorials or lectures. If assignments aren’t collected after two (2) weeks, theassignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.

Exam pass requirement
It is a course requirement that a mark of at least 45% is required in the examination in order to pass the course and 50% for individually completed work (class tests, assignments andexam).