COMMERCE 7036 - Knowledge Mngmt & Measurement (M)

North Terrace Campus - Semester 1 - 2016

The course information on this page is being finalised for 2016. Please check again before classes commence.

The course explores the emerging art and science of managing knowledge and measuring intellectual capital in modern organisations. Topics: the parameters of knowledge management, the knowledge-based economy, paradigms and principles for knowledge management, implementation and electronic tools for knowledge management, knowledge measurement and valuation.

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Course Details

Course Code	COMMERCE 7036
Course	Knowledge Mngmt & Measurement (M)
Coordinating Unit	Adelaide Business School
Term	Semester 1
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 Course Planner.

Date	Topic(s)
March 17	Course and learning outline What is knowledge? What is knowledge management? Learning organisations Single and double loop learning
March 24	The Knowledge Creation Process A knowledge based theory of the firm Identifying knowledge assets
March 31	Learning before, during and after
April 7	Collaboration Communities of Practice
April 28	Internal Structures & technology
May 5	Social Networks Value Network Analysis
May 12	Measurement
May 19	Measurement (Cont) People issues
TBA	In class exam

The full timetable of all activities for this course can be accessed from the
Course Planner at http://access.adelaide.edu.au/courses/search.asp?year=2010

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
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
University Graduate Attributes

No information currently available.

Required Resources

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)

Learning & Teaching Activities

Learning & Teaching Modes

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

Workload

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

The University expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours for a three-unit course or 13 hours for a four-unit course, of private study outside of your regular classes.

Students in this course are expected to attend all lectures throughout the semester.

Learning Activities Summary

No information currently available.

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

Item	Details	Due date
Class test 1 (10%)	1 hour class test	March 31	What is KM? Single and double loop learning The knowledge creation process Learning organisations Knowledge based theory of the firm Identifying knowledge assets
Discussion board contributions (10%)	Weekly
Individual assignment (25%)	Case analysis – Mindsystems	May 5	Case is in the case pack. May be done in pairs.
Group project (15%)	15 minute presentation	April 28	Topics will be distributed in class
Learning mats (15% for the four)	Completion of 4 learning mats	Advised in class	BSW Northumbria Water SNA ETI
Exam (25%)	Open book 3 hour exam	TBA

Assessment Detail

No information currently available.

Submission

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 before submission.
All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must 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 of the University’s policy on plagiarism.

Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://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 to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and 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 in this course outline.)

The Harvard system is widely used in the Business School. Guidelines for the use of this style of 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 equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) 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 date with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments 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 and exam).

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 Access Adelaide.

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
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
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’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator