Knowledge and Information Management for Telstra Corporation Ltd

This report provides a comprehensive analysis of knowledge and information management within Telstra Corporation Ltd. It begins by defining knowledge management and its importance to Telstra, highlighting the need for innovation and efficient business processes. The report then explores the relationships between data, information, and knowledge, as well as the connections between individual and organizational knowledge. It identifies and evaluates Telstra's knowledge assets, discussing both actual and potential assets. Furthermore, the report examines key knowledge management processes, including requirements for creating, storing, applying, and integrating knowledge, and emphasizes the significance of intellectual property rights. A framework for establishing a knowledge management culture is developed, evaluating the contribution of knowledge assets, knowledge requirements, and organizational frameworks for knowledge sharing. The report concludes with recommendations for improving Telstra's current framework. The report is a response to an assignment brief for the module BMSK5006, which is about Knowledge and Information Management Skills for the Workplace.

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