USQ LogoCourse specification
The current and official versions of the course specifications are available on the web at //
Please consult the web for updates that may occur during the year.

MGT2008 Managing Knowledge

Semester 1, 2015 External Toowoomba
Units : 1
Faculty or Section : Faculty of Business, Education, Law and Arts
School or Department : School of Management and Enterprise

Contents on this page


Examiner: Eric Kong
Moderator: Gerard Betros

Other requisites

Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at //


In the current world of organisational life, knowledge management has been the ‘hot topic’ that managers, in particular, have been moving toward in relation to the relevance and performance of their organisations. This is because there is a growing and fundamental shift in the way that the economy is not only shaping the context and process of business, but is itself being shaped by the new world of business. The economic and organisational changes are aspects of a world-wide phenomenon about which businesses have been earnestly addressing issues since at least the mid-1990s. The impact of a knowledge economy orientation and its concomitant relationship to organisations is still growing and we in the business world are still waiting to feel the full impact of its arrival and influence. This course introduces students to the key concepts relating to managing knowledge for innovation in organisations. Students will be able to learn and understand the relationships between knowledge purposes, knowledge processes and the challenges of managing knowledge for value creation in organisations. This understanding is particularly relevant to students who would like to become knowledge workers in their organisations.


The emerging knowledge economy is the basis for new knowledge-intensive industries. These industries need effective knowledge management strategies in order to conduct their core business. It is recognised today that tremendous amounts of knowledge are locked up inside organisations. It requires a dedicated effort to harness human capital and manage knowledge in order to ensure that optimal value is added to the knowledge which is available. In the knowledge economy leaders and managers need to understand new forms of best practice for how they manage knowledge and knowledge workers in modern-day organisations. Competitiveness in the knowledge economy will increasingly be driven by the capabilities of organisations to manage knowledge. The main objective of knowledge management is to achieve higher levels of organisational effectiveness, efficiency and competitiveness in emerging knowledge-based markets. This course examines the rise of the knowledge-intensive organisation and its broad relationship to the new demands of the knowledge economy. Key elements of the course consider the nature and purpose of knowledge and knowledge work. These elements are considered together with the roles of knowledge managers and knowledge workers. These connections form the basis for having purposeful knowledge management strategies and systems for developing high performance knowledge organisations. Current and prospective managers and leaders are introduced to essential knowledge management principles. This will help them move toward a more strategic use of knowledge in organisations.


On successful completion of this course, students should be able to:

  1. analyse, discuss and critique the nature and characteristics of knowledge and knowledge management; and identify and understand the current typologies of knowledge within the knowledge management literature
  2. understand and apply the principles of intellectual capital from strategic management perspectives
  3. understand cognitive and behavioural approaches to learning and describe the nature of organisational learning from an information-processing perspective in a learning organisation
  4. describe different component technologies involved in different knowledge management systems and how the technologies can be used for capturing, organising, storing and sharing knowledge in organisations
  5. discuss and critically debate different approaches to developing knowledge-sharing cultures for implementing knowledge management.


Description Weighting(%)
1. Introduction to knowledge management and the nature of knowing 20.00
2. Intellectual capital in strategic management perspectives 20.00
3. Organisational learning and the learning organisation 20.00
4. Knowledge management tools and systems 20.00
5. Enabling knowledge contexts and networks for implementing knowledge management 20.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (

Please contact us for alternative purchase options from USQ Bookshop. (

  • Jashapara, A 2011, Knowledge management: an integrated approach, 2nd edn, Pearson/Prentice Hall, Essex, United Kingdom.
  • This course is normally offered via WebCT and therefore the content will usually be accessible via the WebCT platform. The content comprises introductory material to the course, recommended reference materials, the course content in modules, and selected readings. Under normal circumstances, print material will not be offered in this course.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
  • Awad, EM & Ghaziri, HM 2004, Knowledge management, Pearson/Prentice Hall, Upper Saddle River, New Jersey.
  • Hildreth, P & Kimble, C (eds) 2004, Knowledge networks: innovation through communities of practice, Idea Group Publishing, Hershey, Pennsylvania.
  • Kong, E 2011, The role of intellectual capital in non-profit strategic management: an exploratory study of social service non-profit organisations (SSNPOs) and new public management in Australia, VDM: Verlag Dr. Müller GmbH & Co. KG, Saarbrücken, Germany.
  • McKenzie, J & Van Winkelen, C 2004, Understanding the knowledgeable organization: nurturing knowledge competence, Thomson, London.
  • Tsoukas, H 2005, Complex knowledge: studies in organizational epistemology, Oxford University Press, New York.

Student workload requirements

Activity Hours
Assessments 35.00
Directed Study 75.00
Private Study 55.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
ASSIGNMENT 1 (CASE STUDIES) 10 10 27 Mar 2015
ASSIGNMENT 2 (ESSAY) 25 25 24 Apr 2015
ASSIGNMENT 3 (ESSAY) 35 35 05 Jun 2015
2-HOUR EXAMINATION 30 30 End S1 (see note 1)

  1. The examination date will be available via UConnect when the official examination timetable has been released.

Important assessment information

  1. Attendance requirements:
    If you are an international student in Australia, you are advised to attend all classes at your campus. For all other students, there are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)

  3. Penalties for late submission of required work:
    Students should refer to the Assessment Procedure (point 4.2.4)

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course. The weightings referred to here are not the percentage weightings used to indicate the relative loading on topics described on the first page of this course specification.

  6. Examination information:
    This is a restricted examination. The only materials that candidates may use in the examination for this course are:
    1. writing materials. These must be non-electronic and free from material which could give the student an unfair advantage in the examination.
    2. an unmarked non-electronic translation dictionary (but not technical dictionary). A student whose first language is not English may take a translation dictionary into the examination room. A translation dictionary with any handwritten notes will not be permitted. Translation dictionaries will be subject to perusal and may be removed from the candidate's possession until appropriate disciplinary action is completed if found to contain material that could give the candidate an unfair advantage.

  7. Examination period when Deferred/Supplementary examinations will be held:
    Any deferred or supplementary examinations for this course will be held during the next examination period.

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at

Assessment notes

  1. Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at //