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• Module overview
• 1. Introduction to knowledge management
  • 1.1 Knowledge management in organisations: Theory and practice
  • 1.2 Information and knowledge
    • 1.2.1 Distinguishing information, data, knowledge and wisdom
    • 1.2.2 Knowledge defined and managed

• 2. Type and structure of knowledge

  • 2.1 Type and structure of knowledge
    • 2.1.1 The structure of purposeful knowledge in an organisation
    • 2.1.2 Explicit and tacit knowledge
  • 2.2 Acquiring knowledge
    • 2.2.1 Sources of knowledge

• 3. Knowledge and learning

  • 3.1 The ability to learn as knowledge
  • 3.2 Types of knowledge and culture, meaning, and learning
  • 3.3. Knowledge management and balanced learning strategies

• 4. A knowledge management cycle

  • 4.1 A Knowledge Management Framework
    • 4.1.1 Stages in KM Cycle
  • 4.2 Dimensions to KM Strategy
    • 4.2.1 Leadership dimension to KM
    • 4.2.2 Governance and policy dimension
    • 4.2.3 Architecture dimension
    • 4.2.4 Absorption dimension
    • 4.2.5 Measurement dimension
  • 4.3 Knowledge as a basis for organising

• 5. Conduct a knowledge audit

  • 5.1 Knowledge audit
    • 5.1.1 Conducting a knowledge audit
    • 5.1.2 The Audit Process

• 6. Organisational Knowledge Capital

  • 6.1 Building an organisational Knowledge Capital framework
    • 6.1.1 IC and KC
    • 6.1.2 The value of knowledge
  • 6.2 Structural capital
  • 6.3 Social capital
  • 6.4 Human Capital defined
    • 6.4.1 Capital resources for organisations
    • 6.4.2 The individual as a capital resource
    • 6.4.3 Ingredients to HCM

• 7. Valuing forms of knowledge

  • 7.1 Valuing forms of knowledge assets
    • 7.1.1 Valuing Intellectual assets
    • 7.1.2 Valuing knowledge as an intangible asset

• 8. Information management systems

  • 8.1 Information management systems
    • 8.1.1 A basic information management framework
    • 8.1.2 Building systems to meet individual and organisational needs
    • 8.1.3 Information guardians versus stakeholders
  • 8.2 Structure and information transfer
    • 8.2.1 Information relevance and timeliness
    • 8.2.2 Information characteristics versus decision types
    • 8.2.3 Storage and retrieval

• 9. Information capture and intelligence gathering

  • 9.1 Information capture and intelligence gathering
    • 9.1.1 Developing a 'wish list'
    • 9.1.2 Finding answers
    • 9.1.3 Integrating intelligence within a knowledge management framework
  • 9.2 Forecasting methods
    • 9.2.1 Issues to consider when forecasting

• 10. IT and E-commerce

  • 10.1 An overview of e-commerce
  • 10.2 The Internet, computer networks and e-commerce
    • 10.2.1 Internet speed, innovation and change
  • 10.3 E-commerce advantages and disadvantages
    • 10.3.1 E-commerce advantages
    • 10.3.2 E-commerce disadvantages and constraints
  • 10.4 The Internet and business
    • 10.4.1 Drivers of e-commerce and Internet growth
  • 10.5 E-commerce and e-business

• 11. IT and supply chain management

  • 11.1 Electronic supply chain management (eSCM)
  • 11.2 E-logistics
    • 11.2.1 Are e-logistics and e-commerce the same thing?
    • 11.2.2 E-logistics blurs older logistic business categories
  • 11.3 E-procurement
  • 11.4 E-fulfilment

11.2.1 Are e-logistics and e-commerce the same thing?

Some researchers and experts have endeavoured to distance e-logistics from e-commerce. This is similar to how some authors separate e-business from e-commerce (Figure 11.7).

Figure 11.7 Domains of e-commerce and e-logistics

As depicted above, some writers distinguish e-commerce from e-logistics by suggesting e-commerce does not extend beyond the purchase transaction. This view has not been explored or supported in depth in these course notes, mainly because once one looks to fulfilment of an order, one has to involve shipping and supply chain management issues related to logistics. This is not to say there is no value in distinguishing e-logistics from e-commerce and this debate assists in refining boundaries and fields of analysis.

It is clear e-commerce and logistics separate where ICTs, and especially the Internet, are not directly involved in goods and services being promoted, selected, ordered and paid for. It is debatable whether e-logistics needs to be considered as a sub-component of e-commerce, but it is unarguable that e-commerce and e-logistics overlap and should be examined together when developing an e-business strategy or reviewing supply chain management.

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