Knowledge and Information Management: Telstra Corporation Ltd

This report discusses the importance of knowledge management for Telstra Corporation Limited. It evaluates the relationship between data, information and knowledge, identification of knowledge assets, and the relationship between individual and organizational knowledge. The report also outlines a framework to establish a knowledge management culture and recommendations for improving the current framework in Telstra.

Running head: KNOWLEDGE AND INFORMATION MANAGEMENT
Knowledge and Information Management: Telstra Corporation Ltd
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................3
Telstra Corporation Limited...................................................................................................3
1. Evaluation and Importance of Knowledge Management in Telstra Corporation Ltd........3
1.1 Relationship between Data, Information and Knowledge...........................................5
1.2 Relationship between Individual Knowledge and Organizational Knowledge...........7
1.3 Identification of Knowledge Assets.............................................................................8
1.4 Evaluation of Actual and Potential Knowledge Assets................................................9
2. Understanding of Knowledge Management Processes in Development of Telstra.........10
2.1 Requirements to Create, Store, Apply and Integrate Knowledge..............................12
2.2 Importance of Intellectual Property Rights................................................................13
3. Framework to Establish Knowledge Management Culture.............................................13
3.1 Contribution of Knowledge Assets in Telstra............................................................15
3.2 Evaluation of Knowledge Requirements for Telstra..................................................16
3.3 Evaluation of Organizational Framework to Enable Knowledge Sharing.................16
3.4 Recommendations for Improving Current Framework in Telstra..............................17
Conclusion................................................................................................................................18
References................................................................................................................................20

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Introduction
Knowledge is stated as the familiarity, understanding and awareness of any specific
person or thing like information, skills, facts and descriptions that are solely acquired either
by experience or by education through learning, discovering and perceiving (Ichijo and
Nonaka 2006). This knowledge could either be referred to the theoretical or the practical
understanding of the subject. This could be explicit, which means theoretical understanding
of subject or could be implicit, which means practical expertise or skill. The knowledge is
either less formal and is systematic in nature.
KM or knowledge management is stated as the procedure to create, share, use as well
as manage knowledge or information for a company (Sanchez 2003). The knowledge
management also refers to the multidisciplinary approach for achieving the various activities
of organization by simply making the utilization of knowledge. This knowledge management
affects the business administrations, information science, and information management and
even information systems (Dalkir 2013). The other fields, which contribute to the research of
knowledge management are information or media, public policy, computer science and
public health. This type of management also focuses on several goals and objectives like
competitive advantages, improvised performances, sharing of the lessons, innovation,
continuous improvisation of company and integration. All of these efforts then overlap with
the learning of organization and could be distinguished with the help of better focus on
knowledge management as the strategic asset and even on the encouragement of knowledge
sharing (Hislop, Bosua and Helms 2018).
Information management is the procedure, through which the specified information is
eventually provided to the decision makers within timely manner. This information
management has been defined from the perspective of information system and even equated

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with information technology management (Jones and Sallis 2013). The information
management encompasses the systems or processes in organizations for proper creation and
utilization of corporate information. It even aims in getting the appropriate information for
the correct person at right place and time. The information management also concerns about
the cycle of organizational activities and the acquisition of relevant information from one and
more sources and even the distribution of information for those, who are needing it (Becerra-
Fernandez and Sabherwal 2014). The following report outlines the knowledge and
information management for Telstra Corporation Limited with relevant details.
Discussion
Telstra Corporation Limited
Telstra Corporation Limited is the largest company of telecommunications in
Australia that builds as well as operates the various networks of telecommunication, mobile
services, Internet access or any other services and products. This particular organization is
completely privatised and is undergoing significant change programs for the purpose of
becoming extremely customer focused and efficient. They provide around 4.9 million of
retail fixed voice service, 17.7 million of retail mobile service and 3.6 million of retail fixed
broadband service. The network connection is highly improvised with the various services
provided by Telstra. Being one of the most popular organizations, they have focused mainly
on knowledge or information management. This has helped them in resolving the various
issues regarding organizational data and business processes. Moreover the complexities of
knowledge and data management are easily removed with the proper application of tools and
techniques.

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1. Evaluation and Importance of Knowledge Management in Telstra Corporation Ltd
Telstra is the largest organization of telecommunications in Australia and hence
comprises of various business processes and techniques (Holtshouse 2013). The increasingly
technological nature of businesses as well as its unpredictable long term impact refers to the
fact that Telstra Corporation Limited is continuously undergoing several changes and thus
facing some of the major challenges after fostering new capabilities, dispositions and
knowledge. The examples of these challenges like response to the positivity in changing,
development of critical awareness, embracing the technological understanding and many
more (Alegre, Sengupta and Lapiedra 2013). Innovation is also fostered for this knowledge
management and then knowledge is moved towards forward. Hence, they have incorporated
knowledge management within their business.
It is extremely important for them since knowledge management is the discipline,
which helps in promoting the integrated approach for proper identification, capturing,
evaluation, retrieval as well as sharing of the major information assets of the particular
organization (Noruzy et al. 2013). All of these information assets subsequently include
documents, processes, policies and even databases of the company. The integrated approach
is undertaken for maintaining the productive, innovative and agile working environment. The
easy accessibility and affordability of the technology is also enhanced and could be easily
deployed with the help of knowledge management (Sultan 2013). The main reasons of
knowledge management becoming important are given below:
i) The first and the foremost reason is that it helps in ensuring that the relevant
information as well as resources is getting accessed by the organizational employees,
whenever they require that information (AF Ragab and Arisha 2013).

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ii) The second reason of knowledge management importance would be that the
important knowledge is eventually kept in the businesses, when the staffs move on from the
respective businesses.
iii) Another significant reason is that knowledge management helps to avoid the
duplicated efforts (Donate and de Pablo 2015).
iv) The next significant reason of knowledge management being important is that it
undertakes advantages of the various existing expertise.
v) The procedures or technique are standardized with knowledge management for
Telstra Corporation Limited.
The above mentioned reasons substantially lead to most effective and efficient
decision making as well as easy collaboration (Del Giudice and Maggioni 2014). Hence,
growth and innovation are easily stimulated. Thus, with the help of knowledge management,
Telstra can help its customers and staffs to share, update and access the business information
and knowledge.
1.1 Relationship between Data, Information and Knowledge
Data, information and knowledge are the essential requirement, which would enable
the better understanding of technological world. The analysis could be enabled after the brief
understanding of several enunciated concepts (García-Holgado, García-Peñalvo and
Rodríguez-Conde 2015). The relationships between data, information as well as knowledge
and the complexities are also properly explained. This information is regarding any
organization and hence could not be termed as the isolated element within the procedure of
knowledge acquisition. On the other hand, data are considered as the basic composition of
that relevant information and knowledge for any particular segment could be provided by the
reprocessing of information. A proper linear sequence is present that is provided from the

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information to important knowledge and data to relevant information (Pandey and Dutta
2013). These relationships between data, information and knowledge are quite
straightforward, since the organizational management know when they could harvest data;
however do not have the capability of extracting appropriate information and analysing them
in a specific systematic manner. A proper and complete representation of process complexity
is solely provided with this type of relationship.
Data is the atomic representation of any concept, observed fact, symbol or sign either
natural or artificial. It is the observation result, which could be either more or less accurate
and could be inspired by any problem or issue to be resolved (Lee et al. 2013). Hence, it can
be stated that data are the results of the categorization, comparison or measures of objectives
that are to be observed. The data could even be fixed for any particular organization for
allowing either to be processed, managed or even sent by the automated system.
Information is stated as the result of data processing for making them completely
significant for the several users (Reich, Gemino and Sauer 2014). This particular procedure
hence provides meaning to the raw data and hence it provides the implications that the proper
symmetry for this subject or phenomenon is eventually broken. The information are the well
formed data that are meaningful and organized. The main relationship between data,
knowledge and information is that data are the major components that provide meaning to
information and that helps in contributing for the generation of knowledge (Dent and
Whitehead 2013). The proper syntax is also highlighted for making the data quite usable and
information composition.
Knowledge is stated as the high level of comprehension about information harvesting
regarding any particular topic. This knowledge is the significant level, which provides
permission for using the generic law and not on collecting information in respect to their

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perceptions and experiences (Omotayo 2015). The increment in knowledge substantially
refers to the fact that information, which enrich information level should be gained and the
data harvesting, information composition or knowledge creation is also checked until and
unless the level of knowledge is being satisfied. The knowledge is also improved and
expanded with the help of information.
1.2 Relationship between Individual Knowledge and Organizational Knowledge
The information that is believed by any individual to be completely justified as truth
and stored in memory within the cognitive structure by cognitive procedure is termed as
individual knowledge (North and Kumta 2018). The proper learning or knowledge sharing
within the organization of Telstra subsequently starts with all individuals. The personal
capacities, learning, preferences of communication, work patterns and learning substantially
influence the procedure of the engagement of any individual with their respective work
context. Since, Telstra is a telecommunications organization in Australia, it is quite important
for them to have a proper management of individual knowledge (Ahern, Leavy and Byrne
2014). The overall work culture broadly influences on how efficient and effective the efforts
of individual are working or knowledge sharing, learning and even motivation of staffs.
Furthermore, the support and establishment of minimum standards within communication or
any other competency becomes relevant for learning and even requires the effective resource
commitment or leadership from top (Ling 2013). The individuals or staffs of Telstra have
distinct range of choices regularly like prioritization, critical reflection of current practices or
assumptions, seeking out learning from outside and also making effort in sharing innovations,
lessons and ideas widely. The approach or capacity are also focused for embedding better
practices in Telstra and then the best return over investment is being identified for supporting
the resources (Wang, Meister and Gray 2013).

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The organizational knowledge is majorly linked with group knowledge. There are
several variations that involve the significant extent to which this knowledge is being spread
in the company and also the original making up of the relevant knowledge (Dorasamy,
Raman and Kaliannan 2013). When the group knowledge from several groups and subunits
are amalgamated together and used for creating new knowledge, the respective resulting tacit
as well as explicit knowledge is termed as organizational knowledge. The internal knowledge
based software is one of the most effective solution for organizational knowledge. The
individual knowledge or shared knowledge are the various views and aspects for
organizational knowledge (Martín-de Castro 2015). Hence, this organizational knowledge for
Telstra is termed as each and every knowledge resource in their business, which could be
realistically tapped by them. The organizational knowledge could even reside in groups and
individuals and could also exist at the respective organizational level. The relationship
between individual and organizational knowledge would be that individual knowledge helps
to make the group knowledge and group knowledge helps in making the organizational
knowledge (Evans, Dalkir and Bidian 2014). Moreover, both of these types of knowledge
help in enhancing the knowledge management in Telstra and are involved in the complete
spectrum of knowledge.
1.3 Identification of Knowledge Assets
There are several modelling techniques that are required for identifying the
knowledge assets of Telstra Corporation Limited. These knowledge assets are the knowledge
drivers for bringing subsequent success in the organization (Patil and Kant 2014). The assets
of knowledge could be either both tacit and unstructured knowledge and there is a strong
deep expertise for the key personnel or could be explicit and structured knowledge and even
codified. The major examples of the knowledge assets are copyrights, intellectual properties
and patents within codified form. The more the assets are structured, the more these are

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codified and easy in sharing internal or external knowledge. There could be some knowledge
pieces, which are less valuable from Telstra’s point of view (Zhang, De Pablos and Zhou
2013). Moreover, there is a core capability that the knowledge helps in competing properly.
The performance critical knowledge assets are mapped with structured and unstructured
knowledge assets. The unstructured knowledge assets refers to the tacit experience of the
staffs working in Telstra.
The major knowledge assets of Telstra are people, process and technologies. The
several technologies refer to the organizational technologies as well as knowledge regarding
related problems (Gholami et al. 2013). As per a survey, last year Telstra has opened up their
patents to the competitors and they have not provided proper knowledge to their engineers
regarding these patents. The next part of the network of knowledge subsequently stays in the
organization and is also not shared any more. The various modelling techniques help to
construct the conceptual model of knowledge intensive activity (Grant 2015). During the
stage of knowledge acquisition, most of the knowledge is completely unstructured and tacit.
The importance of this knowledge modelling would be that in knowledge management, the
several models help to understand the complete working procedure of knowledge based
systems like methods and tasks. This modelling even contributes to the subsequent
understanding of knowledge sources and other inputs and outputs (Lăzăroiu 2015).
1.4 Evaluation of Actual and Potential Knowledge Assets
The actual knowledge assets are unstructured and tacit knowledge and the potential
knowledge assets are structured and explicit knowledge (Kim et al. 2014). The actual
knowledge assets or tacit knowledge is much difficult for transferring to any other person by
significant means of verbalizing or writing it. One of the most common example of this type
of knowledge is that London is in the UK and is the piece of explicit knowledge, which could
be eventually transmitted, written down and even understood by the recipients. All types of

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knowledge that require complex equipment are much difficult to transfer to the other people
(Tzortzaki and Mihiotis 2014). The tacit knowledge for Telstra organization would be that
this could not be codified completely and hence the individual could eventually acquire the
tacit knowledge without proper specifications.
The potential knowledge assets are structured and explicit in nature. This type of
knowledge could be easily accessed and codified. The main difference between tacit and
explicit knowledge would be that explicit knowledge could be transmitted or shared easily
and every form of this knowledge could be stored in specific media. The business procedures
and documents of Telstra Corporation Limited are the major examples of this specific
knowledge (Sigala and Chalkiti 2015). The human skills, knowledge and motives are
externalized with the help of explicit knowledge. These are much easier in communicating,
storing and distributing the knowledge.
2. Understanding of Knowledge Management Processes in Development of Telstra
The acquisition of knowledge solely involves the complicated cognitive processes,
communication, reasoning and perception and knowledge is even termed to be related to the
proper capacity of the acknowledgement within human beings (Bosua and Venkitachalam
2013). In IT, the knowledge is the proper possession of data or even the capability for quickly
locating it. For the context of business enterprises, knowledge tends for connoting possession
of experienced know how and the possession of the facts and even the locating of getting it.
The enterprises have currently started for treating the accumulated knowledge as the asset
and even developing applications and plans of knowledge management (Wu and Chen 2014).
The application of data mining eventually attempts in developing knowledge from the
accumulated business data and transactions of the organization.

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The knowledge management processes and frameworks are properly presented and
checked for any organization. The process of knowledge management is completely universal
for the specific organization and the various resources that are utilized like techniques and
tools could be completely unique for the organizational environment (Inkinen, Kianto and
Vanhala 2015). The major steps of knowledge management process are as follows:
i) Collection of Data: The first and the foremost step in this process of knowledge
management is the proper collection of data. If any type of irrelevant or incorrect data is
being collected, the resulting knowledge might not be termed as accurate in nature and thus
the decisions made on those knowledge would be improper and wrong.
ii) Organization of Data: The next step in this particular procedure of knowledge
management is the proper organization of the collected data. This organization is done on the
basis of few rules and the rules are defined by Telstra (Kimble 2013). Being a
telecommunications company, it is important for Telstra to maintain their database accurately
and hence the data would be organized. Finally, the organized data becomes information.
iii) Summarization of Information: In the next, the information is being summarized
for obtaining the importance of it. The significant lengthy information could be presented
either in graphical or in tabular form and could be stored properly.
iv) Analysis of Information: The fourth step of this process of knowledge
management for Telstra Corporation Limited is that the summarized information is properly
analysed for finding for the relationships, patterns and redundancies (Chang and Lin 2015).
The experts or the expert teams must be assigned for the core purpose since the experience of
the staffs play important role.
v) Synthesizing of Knowledge: In this particular step, the information becomes
knowledge. The results of analyses are amalgamated together for deriving several artefacts

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and concepts. The knowledge is also stored within the knowledge base of Telstra and could
even be accessed from anywhere by the connection of Internet.
vi) Decision Making with Knowledge: The final step of the knowledge management
process is that the synthesized knowledge is utilized for decision making purpose (Inkinen
2016). Hence, the estimation is accelerated and higher accuracy is added.
2.1 Requirements to Create, Store, Apply and Integrate Knowledge
The relevant and important knowledge in Telstra Corporation Ltd could be eventually
created, stored, applied and integrated with proper requirements. The respective storing,
capturing or even sharing of these knowledge would be extremely critical for the knowledge
management system (Ahern, Leavy and Byrne 2014). It eventually starts with the proper
identification of the location, where the knowledge of organization is being kept. Hence, the
process is then referred to as the knowledge mapping. It also involves the documentation of
decision making processes and work flows for the identification of major knowledge workers
in the company. The proper creation, utilization as well as disseminating knowledge is also
checked with knowledge management. The storing of knowledge majorly involves the
collection of relevant documents as well as organizing them within a meaningful manner
(Wang, Meister and Gray 2013). There are several aspects or features of knowledge that are
subsequently not recorded within formalized manner. The knowledge capturing even require
the more proactive methodologies like conducting of interviews with the chosen groups and
individuals. Moreover, the information like groups, interests, experiences, names, knowledge
and many more are present for Telstra and these are created, stored, applied and integrated.
These information are utilized as the respective corner stone point of the systematic
knowledge as well as learning initiatives for this organization of Telstra (Omotayo 2015).

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The first and the foremost step in storing and creating knowledge in Telstra
conducting thorough and cross functional research. Furthermore, the technology plan is being
outlined and the correct analytic capabilities are eventually built out. Telstra even focuses on
the continuous improvement of the business operations and the knowledgebase needs
rigorous structure or planning (Reich, Gemino and Sauer 2014). Moreover, these knowledge
bases also comprise of several moving parts and hence they need various requirements for
succeeding substantially. They also focus on their customer satisfaction and regarding the
product development, they maintain a proper sequence and take proper follow ups for
avoiding the major risks.
2.2 Importance of Intellectual Property Rights
IP or intellectual property is the significant category of property, which involves the
intangible creation of human intellect as well as primary encompassing of copyrights,
trademarks and patents (García-Holgado, García-Peñalvo and Rodríguez-Conde 2015). The
intellectual property even involves the other kinds of rights like publicity rights, rights against
the unfair competition, trade secrets and moral rights. The most important purpose of the
intellectual property law is encouraging the proper creation of larger variety of several
intellectual goods. For the purpose of achieving this, the specific law provides businesses and
people property rights for creating information or intellectual goods for the restricted time
period (Del Giudice and Maggioni 2014). The respective intangible nature of IP provides
major difficulties as soon as they are being compared to the traditional property such as
goods and land. The investments within these intellectual goods subsequently suffer from
various issues of appropriation.
In Telstra, intellectual property rights majorly focus on trademarks, patents,
copyrights or even concepts of intellectual property law. It even includes the international
customers for fostering the cooperation with this organization (AF Ragab and Arisha 2013).

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The copyright IP eventually covers the literary works and are related to the copyright after
including the services and products provided by them. The intellectual property hence
involves the patents for inventions in their business.
3. Framework to Establish Knowledge Management Culture
The various consulting organizations also provide advice about knowledge
management for these companies. For the enterprise, the early collections of the case studies
are being identified for the importance of the dimensions of knowledge management
regarding measurements, processes and strategies (Noruzy et al. 2013). There are some of the
basic lessons that are being learned after including the cultural principles and people that
solely influence the behaviours. These cultural principles and people are considered as the
most significant resources for proper creation, application and elimination of knowledge,
organizational, social and cognitive procedures that are required for the success of knowledge
management strategies. Hence, the cultural changes are also derived substantially
(Holtshouse 2013). These programs of knowledge management could also yield the
impressive advantages for the organizations and individuals, when they are concrete and
action oriented.
The knowledge management frameworks are extremely important and significant for
the organization of Telstra. The model of this organization solely integrate several elements
and all of these elements require to establish the culture of knowledge management. The most
significant steps for building the framework of knowledge management are as follows:
i) Identification of Needs: The first and the foremost step to build the framework of
knowledge management is identification of needs (Alegre, Sengupta and Lapiedra 2013).
Telstra should identify their basic needs and gain subsequent knowledge how to proceed with
their framework.

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ii) Identification of Knowledge Resources: The respective knowledge resources of
the organization of Telstra Corporation Limited are identified in the next step. The
knowledge resources are termed as intellectual capitals and are the respective framing devices
to understand these resources or related elements.
iii) Acquisition, Creation and Elimination of Knowledge Resources: In the third
step, the knowledge resources should be acquired, created and finally eliminated or
eradicated (Hislop, Bosua and Helms 2018). Moreover, these knowledge related resources
should also be processed eventually.
iv) Retrieval, Sharing or Applying Knowledge: The knowledge resources should be
retrieved, shared and finally applied within Telstra. The proper retrieval and application of
knowledge resources help the organization in gaining utmost popularity and bringing
innovation.
v) Storing of Knowledge: The relevant knowledge should be stored and this type of
storage is important for Telstra Corporation Limited to maintain their respective database and
undertake proper and important decisions by the process of decision making (Ichijo and
Nonaka 2006).
3.1 Contribution of Knowledge Assets in Telstra
The knowledge assets of Telstra are the major requirements for bringing changes and
innovation within their business. The most significant objective of the knowledge assets is to
provide major advantages to the respective organization and even enable them to measure
their knowledge effectively (Becerra-Fernandez and Sabherwal 2014). The knowledge
production and distribution are the two major contributions of knowledge assets of Telstra.
Copyrights, intellectual property rights and patents are the most common examples of
knowledge assets. The structured as well as unstructured knowledge are also termed as the

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knowledge assets of this organization. These assets have helped them in making subsequent
difference with the ability for competing as well as prospering subsequently. Moreover, the
empowerment and sustainability of this organization are also empowered with knowledge
assets (Dent and Whitehead 2013). The conceptual skills as well as the technical skills are
also checked and specified tasks are to be understood properly. The other contributions of the
knowledge assets for this particular organization of Telstra are accessing of information,
organizing the information, extraction of knowledge, application of knowledge and finally
generation of the new knowledge. The core competencies are also developed and improved
for providing them with subsequent competitive advantages. Proper decisions are hence
undertaken by them easily and promptly (Ling 2013). Telstra is one of the most popular
telecommunications organizations and they have become successful with the help of these
knowledge assets.
3.2 Evaluation of Knowledge Requirements for Telstra
Various methodologies are being developed for the purpose of organizing as well as
ranking the product requirements for the purpose of planning important and reliable strategies
of innovation (Martín-de Castro 2015). Knowledge is one of the most important and
significant requirement for any organization, since it provides information not only about the
organization, but also about their business processes or techniques. The most easy or fast
method of evaluating the knowledge is by the evaluation of each product requirement by
satisfaction or importance values. The several knowledge requirements in Telstra Corporation
Limited could be evaluated with generation of new alternative solutions that come from the
activities of problem solving (Evans, Dalkir and Bidian 2014). These activities could be
substantially integrated within the process of evaluation. Moreover, the decision making or
the innovation strategies are properly supported with assessment of all requirements. The
intellectual property helps in the proper determination of an organization capitalizing the

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creation on the basis of property type and laws of intellectual properties. Hence, knowledge
and experience are measured properly and perfectly (Patil and Kant 2014). The trademark
law, patent law or copyright law is required to be evaluated significantly without any type of
specification.
3.3 Evaluation of Organizational Framework to Enable Knowledge Sharing
The knowledge of the Telstra Corporation Limited organization requires to capture or
codify their information and often face difficulty in doing so. The most significant resources
are present for sharing of knowledge and used in specific type of decision making
framework. There are three categories of decisions that should be maintained by various
effectiveness and efficiencies (Grant 2015). The events memories are those things, which
provide construction of the new facilities and arrival of the new employees. The decision
memories help in explaining how this organization of Telstra select one particular policy,
path and course of action on another. The process memories help to note how the things
could be done for saving time and hence ensuring that there is reliable repetition in future.
The outputs are absolutely explicit and the networks could be mapped; thus making them
implicit after proper interpretation (Lăzăroiu 2015). The certain kinds of platforms and tools,
which are more suitable for the knowledge artefact sharing. Telstra even gets benefit from
their organizational framework so that they could enable the knowledge sharing effectively.
3.4 Recommendations for Improving Current Framework in Telstra
Telstra has an existing organizational framework that help them to enable their
sharing of knowledge. The major recommendations for them to improve their current
framework are given below:
i) The first and the foremost recommendation for Telstra is to identify the influences
for knowledge management. The respective culture, leadership, measurements, structure,

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information and communication technology and rewards or incentive systems are the major
influences of Telstra and these should be checked.
ii) The next recommendation for this organization is to update their technology in a
periodical manner so that the knowledge sharing is easier.
iii) The employees or staffs of Telstra should be provided subsequent information
regarding the new changes in their business and this would help them in taking decisions
properly.
Conclusion
Therefore, from the above discussion, it is concluded that most of the large
organizations, non profit organizations and public institutions have the resources that are
dedicated to the internal efforts of knowledge management and even as the part of the
business strategies, information technology as well as departments of human resource
management. The explicit and tacit knowledge are represented the oversimplification and
even the notion of the explicit knowledge is self contradictory. The knowledge sharing is also
done for fostering the culture, which could encourage the information sharing, on the basis of
the concept that the specific knowledge or facts are not irrevocable and these information
must be shared or updated for remaining relevant. This sharing of knowledge even plays the
most important role in the services of employees, transfer of inter-project knowledge and
sharing of intra or inter organizational knowledge. Moreover, the knowledge mapping, expert
systems, collaboration of software technologies and proximity are also checked with
knowledge management. The systems of content management or document management help
in automating the procedure of creating the web content or other documents.
The procedure of proper collection, storage, management as well as maintenance of
information within each and every form is termed as information management. This

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information management helps in the incorporation of procedures and policies to centrally
manage and share information amongst the various individuals, information systems and
organizations in the entire life cycle of information. It is also termed as the information asset
management. The concept of enterprise information system, in which the organization
produce, own and manage the information suite. The relevant information could be within the
form of physical data like digitalized data assets. The management of information could even
be achieved by systems of purpose built information management and by simply support of
business guidelines and processes. The process of sharing and delivering of information is
completed to the several recipients after including the different computing device and
individuals like servers, website, applications and computers. The above report has clearly
outlined the entire concept of knowledge management for the popular organization, known as
Telstra Corporation Limited. The knowledge management framework, intellectual property
rights are also described here properly. Relevant details are provided in this report regarding
Telstra knowledge management.

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