Presentation Details

The Second International Conference on the Future of the Book

Creating Value from Knowledge

Patrick M. Callioni.

Everybody gets so much information all day long that they lose their common sense.Gertrude Stein
Organisations in the public sector and in the private sector are being challenged by the volume of data and information they are required to manage. The challenge is two-fold. There is a logistic challenge, how do we manage the sheer volume of content that flows through our lives? This paper is not about that. There is also a less obvious challenge, as it is becoming obvious that in the modern economy value is created by the wise use of data and information, by managing and exploiting knowledge.
This is not a new phenomenon. As early as 1964, Peter Drucker (1993) wrote,
"Other resources, money or physical equipment, for instance, do not confer any distinction. What does make a business distinct and what is its peculiar resource is its ability to use knowledge of all kinds – from scientific and technical knowledge to social, economic and managerial knowledge. It is only in respect to knowledge that a business can be distinct, can therefore produce something that has a value in the market place."
So, this paper is about managing knowledge – and about knowledge management. If these expressions seem synonymous to you, please read on as I beg to disagree with you and I would appreciate the opportunity to present my case to you. If you believe that there is a difference, then you should also read on, as you will be pleased to see that I agree with you.
To date the application of knowledge management remains relatively narrow, often confined to the management of records. Alternatively, it is hijacked by the marketing departments – with encouragement from external consultants – and implemented in the shape of customer relationship management systems (Robinson 2000).
This may be because it is not easy to measure the impacts of applying knowledge management principles in everyday management practice. Additionally, the apparent failure of knowledge management to live up to its touted potential may be due to the lack of a persuasive intellectual model that links knowledge management to organisation theory and to the practice of management.
This paper deals with this latter issue, seeking to anchor knowledge management principles to modern expositions of the theory of organisations and to the practice of management. It will also suggest means to show how value created by applying knowledge management principles can be captured and measured.


Patrick M. Callioni  (Australia)
Chief General Manager
ICT Infrastructure and Governance
Australian Government Information Management Office

Patrick has degrees in Arts and in Law, he is a Barrister and a Fellow of the Australian Institute of Management and of the Institute of Purchasing and Materials Management, as well as a Member of the Australian Institute of Company Directors. Patrick has presented and published papers on a variety of topics in recent years, including strategic management, value creation, performance indicators, and the information economy and knowledge management. Patrick was a member of the technical committee established by Standards Australia to develop an interim standard for knowledge management. Patrick is writing two books, one on strategic management in the public sector and the other on creating value from knowledge. He is a member of the Australian Society of Authors.

  • Knowledge management data Information KM organisations value Measurement metrics people Leadership culture

(30 min. Conference Paper, English)