COMMERCE 7036 - Knowledge Mngmt & Measurement (M)
North Terrace Campus - Trimester 3 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
-
General Course Information
Course Details
Course Code COMMERCE 7036 Course Knowledge Mngmt & Measurement (M) Coordinating Unit Adelaide Business School Term Trimester 3 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Assumed Knowledge At least 2 courses within specialisation Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture Course Staff
Course Coordinator: Mr David Pender
Course Timetable
The full timetable of all activities for this course can be accessed from .
-
Learning Outcomes
Course Learning Outcomes
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- Understand the role that knowledge and intellectual capital play in modern organisations
- Understand how knowledge is created shared and disseminated in organisations
- Understand how knowledge and intellectual capital can be managed and measured
- Apply the concepts developed
University Graduate Attributes
No information currently available.
-
Learning Resources
Required Resources
Text Books: Ashok Jashapara, 2011, Knowledge Management: an integrated approach, Second Edition, Prentice Hall
* Includes a Learning Mat Group exerciseTopic(s) Reading(s) Case(s) Course and learning outline
What is knowledge?
What is knowledge management?
Single and double loop learning
Learning oprganisationsJashapara 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 PackardThe Knowledge Creation Process
A Knowledge Based Theory of the Firm
Identifying knowledge AssetsNonaka 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 PracticeSveib 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 1Internal Structures Jashapara Chapters 7 and 8 Social Networks
Value Network AnalysisCross 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 (assessable)
-
Learning & Teaching Activities
Learning & Teaching Modes
No information currently available.
Workload
No information currently available.
Learning Activities Summary
No information currently available.
-
Assessment
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
No information currently available.
Assessment Detail
No information currently available.
Submission
No information currently available.
Course Grading
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through .
-
Student Feedback
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
-
Student Support
- Academic Integrity for Students
- Academic Support with Maths
- Academic Support with writing and study skills
- Careers Services
- Library Services for Students
- LinkedIn Learning
- Student Life Counselling Support - Personal counselling for issues affecting study
- Students with a Disability - Alternative academic arrangements
-
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangements Policy
- Academic Integrity Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs Policy
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment Policy
- Reasonable Adjustments to Learning, Teaching & Assessment for Students with a Disability Policy
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
-
Fraud Awareness
Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.
The 成人大片 is committed to regular reviews of the courses and programs it offers to students. The 成人大片 therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.
