Essays on Maroochy Water Services - Knowledge Management Case Study

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The paper 'Maroochy Water Services - Knowledge Management" is a good example of a management case study. The current economy is tied to how well an organisation manages knowledge within her possession and reach. Bhatt (2000, p. 16) observes that knowledge is a combination of ideas, rules, procedures and information. The hallmark of all these processes is meaning-making out of the available information. This calls for the development of a system that can help in managing knowledge as intangible assets that acts as an integral competitive strategy. Additionally, Gavrilova and Andreeva (2012, p. 523) note that a huge portion of knowledge and experience in various institutions is owned by employees and not the employer.

This equally calls for an approach of how best to tap them. On the same breadth, Herschel, Nemati and Steiger (2001, p. 107) indicate that if this information is not well tapped, they can be used against the organisation as sabotage or counter competitive strategy. This is critical in information technology that requires security measures to safeguard the integrity of the systems. The aim of this case study essay is to outline the concept of knowledge in principle and substantiate what it implies in practice.

In this regard, the discourse assesses knowledge management situation in the chosen organisation and how a knowledge management system can be used to address the same situation by examining the knowledge needs and pinpointing knowledge sources. In contextualising this expose, the paper utilises the cases study of Maroochy Water Services as reported by Abrams and Weiss (2008) which as result of their inability to manage knowledge within their reach suffered massive interference as a result of an intentional attack by a knowledgeable person who was a disgruntled individual out to settle the score with her company which was contracted by the water company on their industrial control system.

their inability to manage knowledge greatly relates to their inability to effectively adopt security measures developed by the National Institute of Standards Technology (NIST) on Industrial Control System (ICS). 2.0 Knowledge and Knowledge Management System Concept There are various theories that seek to examine the application of information and knowledge by business organisations in order to implement their business strategies and edge out competitors.

Knowledge-based theory of an organisation or firm is one of the significant information system theories that seek to explain how data, information and knowledge are applicable and useful in the operations of a business organisation. According to the knowledge-based theory of an organisation, knowledge is a significant and strategic resource that determines an organisation’ s ability to gain competitive advantage and register superior business performance. This is because an organisation’ s knowledge resources are usually embedded in the business culture, policies, operations, identity, systems and human resources of an organisation.

This complexity makes it extremely difficult to imitate an organization’ s knowledge-based resources (fsc. yorku. ca, 2010). An organisation’ s data generate information and knowledge which are essential knowledge assets in an organization (Muzzucato, 2006, p. 305). It is through technology or rather information systems that organisation generates information from data that are from an organisation’ s knowledge-based and intellectual assets. The management component arises when organisations are in the potion of generating value from the knowledge assets. It focuses on codifying data from employees, business partners, clients and sharing the information within and without an organisation with the main aim of devising best practices in an organisation.

However, not all information is valuable to an organisation and thus organisations should determine what information qualifies their organizational and business strategy needs.

References

Abrams, M. and Weiss, J. (2008). Malicious control system cyber security attack case study- Maroochy Water Services, Australia. Available at: http://csrc.nist.gov/groups/SMA/fisma/ics/documents/Maroochy-Water-Services-Case- Study_report.pdf.

Bagshaw, M. (2000). Why knowledge management is here to stay. Industrial and Commercial Training, 32 (5): 179-182.

Bhatt, D. G. (2000). Organising knowledge in the knowledge development cycle. Journal of Knowledge Management, 4 (1): 15-26.

Blomkvist, K. (2012). Knowledge management in MNCs: the importance of subsidiary transfer performance. Journal of Knowledge Management, 16 (6): 904-918.

Dunford, R. (2000). Key challenges in the search for the effective management of knowledge in management consulting firms. Journal of Knowledge Management, 4 (4): 295-302.

Fink, K. and Ploder, C. (2009). Balanced system for knowledge process management in SMEs. Journal of Enterprise Information Management, 22 (1/2): 36-50.

Fong, M. W. L. In the virtual world in Khosrow-pour, M. ed. (2003). Information technology and organization: trends, issues, challenges and solutions. Hershey, PA: Idea Group Publishing

fsc.yorku.ca. (2010). Knowledge-Based Theory of the Firm. Available at: http://www.fsc.yorku.ca/york/istheory/wiki/index.php/Knowledge- based_theory_of_the_firm.

Gavrilova, T. and Andreeva, T. (2012). Knowledge elicitation techniques in a knowledge management context. Journal of Knowledge Management, 16 (4): 523-537.

Herschel, T. R. and Jones, E. N. (2005). Knowledge management and business intelligence: the importance of integration. Journal of Knowledge Management, 9 (4): 45-55.

Herschel, T. R., Nemati, H. and Steiger, D. (2001). Tacit and explicit knowledge conversion: knowledge exchange protocols. Journal of Knowledge Management, 5 (1): 107-116.

Muzzucato, M. (2006). Strategy for Business: A Reader. London: Sage Publications Ltd.

No. 1, pp. 13-36.

Petruzzelli, M.A., Albino, V. and Carbonara, N. (2009). External knowledge sources and proximity. Journal of Knowledge Management, 13 (5): 301-318.

Wiig, M. K. (2003). A knowledge model for situation-handling. Journal of Knowledge Management, 7 (5): 6-24.

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