Managing Knowledge Management. Joanne Jacobs Brisbane Graduate School of Business Queensland University of Technology. Scope of the Presentation. Rise of KM Issues for managing KM Key tenets of KM Measuring KM Risks and Trade-offs Litigation and KM Drivers for KM
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Brisbane Graduate School of Business
Queensland University of Technology
SOURCE: Sveiby, K (1996-2001) What is Knowledge Management?
4.Archive only personal, contractual and any other information that may need to be used for legal purposes at a future date. And backup to hard media where appropriate.
5. Best Practice lasts a season. Revise terms for market leadership.
6. Avoid locking in to software and IT system infrastructure. Planning for IT systems for knowledge management should acknowledge a life span of no more than three years.
Internetworked human capital Traditionally, human capital was viewed as the sum of the individuals' capabilities in the enterprise — skills, knowledge, intellect, creativity, and know-how. It has replaced physical and financial assets in determining corporate success. In the digital economy, this capital can extend well beyond the traditional corporate walls — companies can have it without having to own it. Cisco's human capital includes the intelligence and know how of thousands of employees belonging to its business Web members.
Relationship capital Traditionally, customer capital was viewed as the wealth contained in an organization's brand, customer penetration, and reputation. When internetworked in a B-Web, customer capital becomes relationship capital, and intensifies into profoundly reciprocal linkages. Dynamic two-way relationships replace the old concept of the brand as a one-way image that the vendor establishes through print and broadcast media. Amazon.com has deep relationship capital with millions of customers, who have invested their time and effort to personalize their relationship with Amazon.
The capital in new business models As business-model innovation determines competitiveness and wealth, industry by industry, business Webs are destroying the old model of the firm. The lack of interest among VCs in funding B-to-C startups today reflects the lack of business-model innovation in most of these fledgling companies. Most are simply putting the next great thing on the Web, and hoping massive traditional advertising will attract customers. The action has shifted to B-to-B where new business models are exploding daily.
SOURCE: Tapscott, D (2000) ‘Do Profits Matter’, Business 2.0, http://www.business2.com/archives/0,1661,4,FF.html?volID=282
A carrier isthe holder of a carrier licence granted under the Act. There are no restrictions on the number of carrier licences which may be issued. Any corporation, partnership corporation or public body may apply for a licence.
The owner of certain telecommunications facilities … whichare used to supply carriage services (services for carrying communications) to the public must either:
·hold a carrier licence; or
·make arrangements to ensure that another licensed carrier accepts carrier-related responsibilities for those network units.
There are two types of service providers - carriage service providers and content service providers.
A carriage service provider, in general, uses a carriage service to supply, or proposes to use a carriage service to supply, carriage services to the public using network units owned by a carrier (for example phone or Internet access services).
A content service provider is a person who supplies, or proposes to supply, content services to the public (for example a pay TV service).
Where a carrier is engaged in these activities, they are also considered to be a service provider.
SOURCE: DCITA (1999) ‘Carriers and Service Providers’, http://www.dcita.gov.au/nsapi-graphics/?MIval=dca_dispdoc&ID=998
SOURCE: ‘Current State of Play June 2001’, National Office for the Information Economy, June 2001.